2017 GRI Content Index · 2 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION ABOUT THIS REPORT We have produced this GRI Content Index to provide interested stakeholders with a snapshot

iBARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

2017 GRI CONTENT INDEX

ii 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

CAUTIONARY STATEMENT ON FORWARD LOOKING INFORMATION

Certain information contained or incorporated by reference in this document, including any information as to our economic contribu-tions, sustainability strategy and vision, projects, plans, or future financial or operating performance, constitutes “forward-looking state-ments”. All statements, other than statements of historical fact, are forward-looking statements. The words “believes”, “expect”, “tar-get”, “plan”, “objective”, “goal”, “aspires”, “aim”, “strategy”, “vision”, “anticipate”, “intend”, “continue”, “estimate”, “long-term”, “potential”, “contemplate”, “strive”, “seek to”, “promote”, “priority”, “opportunity”, “predict”, “may”, “will”, “can”, “could”, “should”, “would”, and similar expressions identify forward-looking statements. In particular, this document contains forward-looking statements including, without limitation, with respect to (i) Barrick’s social and economic development contributions; (ii) Barrick’s environ-mental, health and safety, corporate social responsibility (including sustainable development, community relations, land management and security matters), and human rights programs, policies and performance; (iii) the estimated timing to achieve environmental, social and energy reduction targets; (iv) projected capital, operating and exploration expenditures; (v) joint ventures and partnerships; (vi) the poten-tial impact and benefits of Barrick’s digital transformation; (vii) production rates; and (viii) expectations regarding future performance and other outlook or guidance.

Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable by the Company as at the date of this document in light of management’s experience and perception of current conditions and expected devel-opments, are inherently subject to significant business, economic and competitive uncertainties and contingencies. Known and unknown factors could cause actual results to differ materially from those projected in the forward-looking statements, and undue reliance should not be placed on such statements and information. Such factors include, but are not limited to: changes in national and local govern-ment legislation, taxation, controls or regulations, and/or changes in the administration of laws, policies, and practices, expropriation or nationalization of property and political or economic developments in Canada, the United States, and other jurisdictions in which the Company does or may carry on business in the future; damage to the Company’s reputation due to the actual or perceived occurrence of any number of events, including negative publicity with respect to the Company’s handling of environmental matters or dealings with community groups, whether true or not; availability and increased costs associated with mining inputs and labor; risk of loss due to acts of war, terrorism, sabotage and civil disturbances; litigation and legal and administrative proceedings; contests over title to proper-ties, particularly title to undeveloped properties, or over access to water, power and other required infrastructure; risks associated with working with partners in jointly controlled assets; employee relations, including the loss of key employees; the benefits expected from transactions being realized; our ability to successfully integrate acquisitions or complete divestitures; risks associated with the implemen-tation of Barrick’s digital transformation initiative, and the ability of the projects under this initiative to meet Barrick’s capital allocation objectives; increased costs and risks related to the potential impact of climate change; fluctuations in the spot and forward price of gold, copper, or certain other commodities (such as silver, diesel fuel, natural gas, and electricity); the speculative nature of mineral exploration and development; changes in mineral production performance, exploitation, and exploration successes; diminishing quantities or grades of reserves; increased costs, delays, suspensions, and technical challenges associated with the construction of capital projects; operating or technical difficulties in connection with mining or development activities, including geotechnical challenges, and disruptions in the maintenance or provision of required infrastructure and information technology systems; failure to comply with environmental and health and safety laws and regulations; timing of receipt of, or failure to comply with, necessary permits and approvals; uncertainty whether some or all of the Best-in-Class initiatives and targeted investments and projects will meet the Company’s capital allocation objectives; and business opportunities that may be presented to, or pursued by, the Company. In addition, there are risks and hazards associated with the business of mineral exploration, development and mining, including environmental hazards, industrial accidents, unusual or unexpected formations, pressures, cave-ins, flooding and gold bullion, copper cathode or gold or copper concentrate losses (and the risk of inadequate insurance, or inability to obtain insurance, to cover these risks).

Many of these uncertainties and contingencies can affect our actual results and could cause actual results to differ materially from those expressed or implied in any forward-looking statements made by, or on behalf of, us. Readers are cautioned that forward-looking statements are not guarantees of future performance. All of the forward-looking statements made in this document are qualified by these cautionary statements. Specific reference is made to the most recent Form 40-F/Annual Information Form on file with the SEC and Canadian provincial securities regulatory authorities for a more detailed discussion of some of the factors underlying forward-looking statements and the risks that may affect Barrick’s ability to achieve the expectations set forth in the forward-looking statements con-tained in this document.

The Company disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new infor-mation, future events or otherwise, except as required by applicable law.

1BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

In This Report

About This Report 2

Barrick Gold 3

Corporation United

Nations Global

Compact

Communication on

Progress 2017

GRI 102 : General Disclosures 4

GRI 201: Economic Performance 34

GRI 202: Market Presence 36

GRI 203: Indirect Economic Impacts 37

GRI 204: Procurement Practices 38

GRI 205: Anti-Corruption 39

GRI 301: Materials 41

GRI 302: Energy 43

GRI 303: Water 44

GRI 304: Biodiversity 47

GRI 305: Emissions 51

GRI 306: Effluents and Waste 54

GRI 307: Environmental Compliance 59

GRI 308: Supplier Environmental Assessment 60

GRI 414: Supplier Social Assessment 60

GRI 401: Employment 62

GRI 404: Training and Education 62

GRI 402: Labor/Management Relations 65

GRI 403: Occupational Health and Safety 66

GRI 405: Diversity and Equal Opportunity 71

GRI 406: Non-Discrimination 71

GRI 407: Freedom of Association and 73

Collective Bargaining

GRI 408: Child Labor 73

GRI 409: Forced or Compulsory Labor 73

GRI 410: Security Practices 75

GRI 411: Rights of Indigenous Peoples 78

GRI 412: Human Rights Assessment 81

GRI 413: Local Communities 95

GRI 415: Public Policy 99

GRI 419: Socio Economic Compliance 101

Artisanal and Small-scale Mining 103

Resettlement 104

Closure Planning 106

Non-Managed Operations 108

End Notes 110

INTRODUCTION APPENDICESTOPIC-SPECIFIC DISCLOSURES

2 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

ABOUT THIS REPORT

We have produced this GRI Content Index to provide interested

stakeholders with a snapshot of our sustainability performance

and progress. Unless otherwise noted, the information in this

GRI Content Index is presented as of December 31, 2017. This

GRI Content Index contains excerpts from Barrick’s online 2017

Sustainability Report, 2017 Annual Information Form, 2018

Information Circular and other public disclosure. The basis for

preparation of Barrick’s sustainability report and disclosure of

sustainability-related information may differ from materiality

standards used by Barrick for other purposes, such as our

securities regulatory filings and financial reporting. Unless oth-

erwise noted, excerpted information is presented as originally

disclosed as of the date of those documents and has not been

updated or revised as of the date of this Index.

This report is prepared in accordance with the Global Reporting

Initiative (GRI) Standards: Core option. It contains all the

relevant sustainability-related information on which Barrick

reports and is organized in accordance with the applicable GRI

Disclosures and Topics. It also refers to the relevant sustain-

ability reporting requirements for the annual United Nations

Global compact (UNGC) Communication on Progress and the

Sustainable Development Principles from the International

Council on Mining and Metals (ICMM).

This Index complements Barrick’s online Sustainability

Report, where we provide regular updates on our sustain-

ability performance and progress. This report is available at

www.barrick.com/sustainability.

Barrick believes that transparency – whether through disclosing payments to governments, reporting on our energy and water use, voluntarily opening ourselves to third-party scrutiny, or otherwise – is integral to our partnership culture.

LEGEND

C GRI Standard Core Indicator

Material Issue – High Priority

Material Issue – Medium Priority

Fully Reported

Partially Reported

UNGC United Nations Global Compact Principles

ICMM International Council on Mining and Metals – 10 Principles of Sustainable Development

AIF Annual Information Form

IC 2018 Information Circular

3BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

BARRICK GOLD CORPORATION UNITED NATIONS GLOBAL COMPACT COMMUNICATION ON PROGRESS 2017

Barrick has long been committed to the principles articulated

in the United Nations Global Compact (UNGC). We have been

proud signatories to this international voluntary initiative since

2005. Barrick continues to integrate best practices in human

rights, labor standards, community relations, environment, and

anti-corruption into its culture and day-to-day operations. For

the past ten years, Barrick has been ranked as a world leader

in social and environmental responsibility by the Dow Jones

Sustainability World Index, and has been part of the North

America Index since 2007.

The following Communication on Progress provides an over-

view of Barrick’s key achievements in 2017 and objectives for

2018, aligned with the UNGC principles and the indicators

corresponding to the GRI Sustainability Reporting Standards.

As Barrick is a member of the ICMM, Barrick has also linked

this annual update with ICMM’s Sustainable Development

principles.

We hope you will find this Communication on Progress infor-

mative and invite you to view the Barrick website, our annual

Sustainability Report, and the Beyond Borders stakeholder

publications for further detailed information on the Company’s

commitment to corporate social responsibility and the princi-

ples of the UNGC.

Kelvin Dushnisky

President

4 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI GENERAL DISCLOSURES

ORGANIZATIONAL PROFILE102

102-1 Name of the organization AIF p. 1 ICMM UNGC

Barrick Gold Corporation

102-2 Activities, brands, products, and services AIF p. 22 ICMM UNGC

Barrick’s principle products and sources of earnings are gold and copper

102-3 Location of headquarters AIF p. 13 ICMM UNGC

Barrick’s head and registered office is located at:

Brookfield Place, TD Canada Trust Tower

161 Bay Street, Suite 3700

Toronto, Ontario, M4J 2S1

Canada

102-4 Location of operations AIF p. 16 ICMM UNGC

The Company has interests in operating mines or projects in Canada, the United States, the Dominican Republic, Peru, Chile,

Argentina, Tanzania, Zambia, Australia, Papua New Guinea, and Saudi Arabia.

102-5 Ownership and legal form AIF p. 13 ICMM UNGC

Barrick is a corporation owned by shareholders.

102-6 Markets served AIF p. 39-40 ICMM UNGC

Gold can be readily sold on numerous markets throughout the world. Governments, central banks and other official institutions

hold significant quantities of gold as a component of exchange reserves. Since there are a large number of available gold pur-

chasers, Barrick is not dependent upon the sale of gold to any one customer.

At the Lumwana mine, copper concentrate is sold to Zambian smelters. Since there are a large number of available copper cath-

ode and copper concentrate purchasers, Barrick is not dependent upon the sale of copper to any one customer.

102-7 Scale of the organization Annual Report AIF p. 13

ICMM UNGC

Total number of people employed by Barrick: 10,000+ (Barrick-operated sites)

Total number of operations: Barrick’s business is organized into operating segments for financial reporting purposes, com-

prising eleven individual minesites, Barrick Nevada (composed of the Cortez and Goldstrike properties), one publicly traded

company (Acacia) and one project (Pascua-Lama). In the 2017 Sustainability Report, only Barrick-operated sites are reported. For

more information, please see Disclosure 102-45.

Revenue: $8.374 billion

Total Capitalization: Total Debt $6.4 billion; Total Equity $11.067 billion

Quantity of Products: 5.3 million ounces of gold and 413 million pounds of copper

5BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-8 Workforce Talent Management

ICMM UNGC

6

WORKFORCE COMPOSITION – 2017

EMPLOYEES CONTRACTORS TOTAL WORKFORCE

MALE FEMALE TOTAL MALE FEMALE TOTAL MALE FEMALE TOTAL

BARRICK TOTAL

8,914 1,339 10,253 n/a n/a 13,757 n/a n/a 24,010

87% 13% n/a n/a n/a n/a

ARGENTINA 66 9 75 2,902 61 2,963 2,968 70 3,038

88% 12% 98% 2% 98% 2%

CANADA 645 165 810 281 8 289 926 173 1,099

80% 20% 97% 3% 84% 16%

CHILE 177 44 221 728 102 830 905 146 1,051

80% 20% 88% 12% 86% 14%

DOMINICAN REPUBLIC

1,937 261 2198 2,452 143 2,595 4,389 404 4,793

88% 12% 94% 6% 92% 8%

PERU 1,185 126 1311 1,169 548 1,717 2,354 674 3,028

90% 10% 68% 32% 78% 22%

UNITED STATES

3,253 521 3774 n/a n/a 3,016 n/a n/a 6,790

86% 14% n/a n/a n/a n/a

ZAMBIA 1,651 213 1864 2042 305 2,347 3,693 518 4,211

89% 11% 87% 13% 88% 12%

EMPLOYEES BY GENDER AND EMPLOYMENT TYPE – 2017

FEMALE MALE TOTAL

FULL-TIME 1,232 8,242 9,474

13.0% 87.0%

PART-TIME 5 0 5

100.0%

FIXED TERM FULL-TIME 100 669 769

13.0% 87.0%

FIXED TERM PART-TIME 1 4 5

20.0% 80.0%

CASUAL 0 0 0

BARRICK TOTAL 1,338 8,915 10,253

13% 87%

102-9 Supply Chain Supply Chain ICMM UNGC

9

Barrick’s Supply Chain function purchases, stores, and delivers $3.5-4.5 billion annually in supplies, equipment, and services to

Barrick’s mines and offices. The group sources products ranging from diesel fuel and chemical reagents to IT equipment and

haul trucks from more than 20,000 vendors worldwide.

6 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-10 Significant Changes AIF p. 16-18 ICMM UNGC

Barrick’s strategy is focused on growing free cash flow per

share over the long term. The Company aims to achieve

this by: (i) maintaining industry leading margins, driven by

operational excellence, technological innovation and superior

execution; (ii) maintaining a superior portfolio of assets and

allocating capital with discipline and rigor; (iii) maintaining a

robust balance sheet that can withstand gold price volatility

and support investment through metal price cycles; and (iv)

leveraging the Company’s talent and distinctive partnership

culture as competitive advantages.

Barrick is focused on continuously improving the productivity

and efficiency of the Company’s existing operations, while

pursuing step changes in performance over the long-term

through investments in digital systems and innovation. Starting

in late 2016 and throughout 2017, Barrick laid the foundation

for its digital transformation through a series of pilot proj-

ects primarily focused at the Cortez property in Nevada. This

allowed Barrick to evaluate digital solutions and their potential

economic returns in a controlled environment with rigorous

oversight. In 2018, Barrick’s digital strategy will focus on com-

pleting the first iteration of an enterprise-grade, data analytics

platform, referred to as the “Barrick Data Fabric”. Barrick will

also accelerate the implementation of digital projects across its

other operations, with an initial focus in Nevada.

The Company is also advancing four feasibility-level projects

that have the potential to contribute more than one million

ounces of annual production to Barrick, with initial contribu-

tions beginning in 2021. Projects in Nevada at Cortez Deep

South, Goldrush, and Turquoise Ridge have been approved and

are in execution (final Board approval for the start of major con-

struction at Goldrush remains pending). Optimization work on a

sequenced project to potentially extend the life of the Lagunas

Norte mine in Peru remains underway. Barrick’s portfolio also

contains a number of undeveloped greenfield gold deposits,

providing further optionality and leverage to gold prices. These

include Alturas, Donlin Gold, Norte Abierto and Pascua-Lama.

All projects undergo rigorous scrutiny by the Company’s

Investment Committee at every stage of evaluation and devel-

opment, prioritizing free cash flow generation, risk-adjusted

returns, and capital efficiency. Each project is benchmarked

against a 15% hurdle rate using a long-term gold price as-

sumption of $1,200 per ounce and ranked accordingly.

Barrick’s exploration programs strike a balance between

high-quality brownfield projects, greenfield exploration, and

emerging discoveries that have the potential to become

profitable mines. In line with Barrick’s focus on growing

its exploration portfolio, the Company has also cultivated

active partnerships with a number of junior exploration and

development companies as the Company seeks to identify

potential new core mineral districts for the Company. These

partnerships include ATAC at the Orion project in the Yukon,

Osisko at the Kan property in northern Québec, and Premier

Gold at Cove McCoy in Nevada.

In support of maintaining a robust balance sheet, Barrick is

targeting a reduction of the Company’s total debt from $6.4

billion as of year-end 2017 to around $5 billion by the end of

2018. The Company expects to achieve this primarily by using

cash flow from operations and cash on hand, and potentially

through further portfolio optimization. Barrick intends to

continue to pursue debt reduction with discipline, taking only

those actions that are sensible for the Company, on terms

favourable to shareholders.

Driving an ownership culture across the Company is another

key element of Barrick’s strategy. In 2016, the Company cre-

ated the Global Employee Share Plan, which awards Barrick

common shares to employees based on overall Company per-

formance. These shares are purchased by Barrick on the open

market and must be held for as long as an employee remains

with the Company. As of March 19, 2018, Barrick employees

now own more than 1.5 million shares of the Company as a

result of the Global Employee Share Plan, fostering a culture

of ownership across the organization.

Barrick also carried out the following initiatives in 2015,

2016, and 2017 to optimize its portfolio and strengthen its

balance sheet:

• In 2015, Barrick reduced its total debt by $3.1 billion,

exceeding an original debt reduction target of $3 billion

for the year, through a combination of normal course

repayments and early debt retirements. Barrick complet-

ed the following transactions in 2015 as part of this debt

reduction strategy. On July 23, 2015, Barrick completed

the sale of the Cowal mine in Australia for cash consider-

ation of $550 million. On August 31, 2015, Barrick

7BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

completed the sale of 50% of its interest in the Porgera

mine in Papua New Guinea to Zijin Mining Group

Company for cash consideration of $298 million. On

September 29, 2015, Barrick closed a gold and silver

streaming transaction with Royal Gold, Inc. (“Royal

Gold”) for production linked to Barrick’s 60% interest in

the Pueblo Viejo mine in the Dominican Republic. Royal

Gold made an upfront cash payment of $610 million

and will continue to make cash payments for gold and

silver delivered under the agreement (for more infor-

mation about the Pueblo Viejo streaming transaction,

see “Material Properties – Pueblo Viejo Mine”). On

December 1, 2015, Barrick completed the sale of 50%

of its Zaldívar copper mine in Chile to Antofagasta plc.

In August 2016, Barrick finalized the working capital

adjustments resulting in final consideration of $950

million. On December 17, 2015, Barrick completed the

sale of the Ruby Hill mine and Barrick’s 70% interest in

the Spring Valley project, both in Nevada, to Waterton

Precious Metals Fund II Cayman, LP for cash consider-

ation of $110 million.

• In 2016, Barrick reduced its total debt by $2.04 billion,

or 20%, from $9.97 billion to $7.93 billion, exceeding

its original target of $2 billion, through a combination

of normal course repayments and early debt retire-

ments, including completion of two cash tender offers.

On January 11, 2016, Barrick completed the sale of

the Bald Mountain mine and its 50% interest in the

Round Mountain mine, both in Nevada, to Kinross Gold

Corporation (“Kinross”) for cash consideration of $610

million, subject to certain closing adjustments.

• On June 9, 2017, Barrick completed a transaction with

Goldcorp Inc. (“Goldcorp”) to form a new joint venture

at the Cerro Casale project in Chile. Pursuant to the

transaction, Goldcorp acquired a 25% interest in Cerro

Casale from Barrick. The transaction, coupled with the

concurrent purchase by Goldcorp of Kinross’s 25%

interest in Cerro Casale, resulted in Barrick and Goldcorp

each holding a 50% interest in the joint operations.

Goldcorp entered into a separate agreement for the

acquisition of Exeter Resource Corporation, whose sole

asset was the Caspiche project, located approximately 10

kilometers north of Cerro Casale. The Caspiche project

was contributed to the joint venture by Goldcorp. The

joint venture is now referred to as Norte Abierto and in-

cludes the Cerro Casale, Caspiche and Luciano deposits.

• On June 30, 2017, Barrick completed the sale of 50%

of its interest in the Veladero mine in Argentina to

Shandong Gold Mining Co., Ltd. (“Shandong”) for cash

consideration of $960 million, plus post-closing work-

ing capital adjustments of approximately $30 million

received in the fourth quarter of 2017 (for total proceeds

of approximately $990 million). The two companies also

formed a working group to explore the joint develop-

ment of the PascuaLama deposit, and will evaluate addi-

tional investment opportunities on the highly prospective

El Indio gold belt on the border of Argentina and Chile.

• In 2017, the Company reduced its total debt by $1.51

billion, or 19%, exceeding the original 2017 debt reduc-

tion target of $1.45 billion.

102-11 Precautionary Approach ICMM UNGC

2 7

Since there may be significant impacts to the environment due to our operations, Barrick is committed to using a precautionary

approach throughout the life of a mine. When contemplating changes to mine plans we first assess potential environmental

impacts, and then evaluate how to avoid, control or mitigate these impacts, even when there is a lack of scientific certainty as

to the likelihood or magnitude of the impacts.

8 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-12 External Initiatives Stakeholder Engagement

ICMM UNGC

1 2 8

ORGANIZATION

DATE OF ADOPTION / MEMBERSHIP FOCUS

BSR 2007 BSR is a U.S.-based, not-for-profit organization focused on sustainability and business.

BSR works with its global network of more than 250 member companies to devel-

op sustainable business strategies and solutions through consulting, research, and

cross-sector collaboration. Barrick is part of the Human Rights working group at BSR.

CARBON PRICING LEADERSHIP COALITION

2016 The Carbon Pricing Leadership Coalition is an international, voluntary partnership be-

tween businesses, governments, and civil society organizations. The Coalition aims to

strengthen carbon pricing policies, facilitate the integration of existing carbon pricing

policies, and provide platforms for carbon pricing discussion and collaboration.

CDP (CARBON DISCLOSURE PROJECT)

2005 The CDP is an independent, not-for-profit organization holding the largest data-

base of primary corporate climate change information in the world. Thousands of

organizations from across the world’s major economies measure and disclose their

greenhouse gas emissions and climate change strategies through CDP; and water

management strategies are now reported through CDP-Water Disclosure.

DEVONSHIRE INITIATIVE

2007 The Devonshire Initiative (DI) is a forum for leading Canadian international develop-

ment NGOs and mining companies to come together in response to the emerging

social agenda surrounding mining and community development. Members believe

that a collaborative presence between the Canadian private sector and NGOs in

emerging markets can be a force for positive change. The ultimate objective of the

DI is improved social and community development outcomes wherever Canadian

mining companies operate overseas. Barrick is a member of its Steering Committee.

EXTRACTIVE INDUSTRIES TRANSPARENCY INITIATIVE

2006 The EITI is a coalition of governments, companies, civil society groups, investors,

and international organizations. It supports improved governance in resource-rich

countries by the verification and full publication of company payments and gov-

ernment revenues from oil, gas, and mining.

GLOBAL REPORTING INITIATIVE

2005 GRI developed the world’s most widely used sustainability reporting framework.

The framework sets out the principles and indicators that organizations can use to

measure their economic, environmental, and social performance.

INTERNATIONAL COUNCIL ON MINING & METALS

2006 The ICMM was formed by the world’s leading mining companies. ICMM members

believe that by acting collectively the mining, minerals and metals industry can

best ensure its continued access to land, capital and markets as well as building

trust and respect by demonstrating its ability to contribute successfully to sustain-

able development. As members we are committed to implementing the ICMM

Sustainable Development Framework.

9BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

INTERNATIONAL CYANIDE MANAGEMENT CODE

2005 The International Cyanide Management Code For The Manufacture, Transport and

Use of Cyanide In The Production of Gold (the Cyanide Management Code) is a vol-

untary program for the gold mining industry to promote responsible management

of cyanide use in gold mining, enhance the protection of human health, and reduce

the potential for environmental impacts. Companies that become signatories to the

Cyanide Management Code must have their operations audited by an independent

third party to demonstrate their compliance with the Cyanide Management Code.

INTERNATIONAL NETWORK FOR ACID PREVENTION (INAP)

1998 Acid drainage is one of the most serious and potentially enduring environmental

problems for the mining industry. Left unchecked, it can result in such long-term wa-

ter quality impacts that it could well be this industry’s most harmful legacy. Effectively

dealing with acid drainage is a formidable challenge for which no global solutions

currently exist. INAP is an industry group created to help meet this challenge.

TRACE INTERNATIONAL INC.

2011 Trace International Inc. is a non-profit membership association that pools resourc-

es to provide practical and cost-effective anti-bribery compliance solutions for

multi-national companies and their commercial intermediaries. Barrick is a member

of the Trace International Board.

UNITED NATIONS GLOBAL COMPACT

2005 The UN Global Compact provides a framework for businesses to align their oper-

ations and strategies with ten universally-accepted Principles (the Ten Principles) in

the areas of human rights, labor, the environment and anti-corruption.

GLOBAL COMPACT NETWORK CANADA

2013 The Global Compact Network Canada (GCNC) is the local network chapter of

the United Nations Global Compact. As the 101st local network of the UN Global

Compact, the GCNC supports Canadian signatories (both Canadian firms and

subsidiaries of global signatories) in the implementation of the Ten Principles, while

facilitating and creating opportunities for multi-sectoral and multi-stakeholder

collaboration. Barrick is a member of the GCNC Board.

VOLUNTARY PRINCIPLES ON SECURITY AND HUMAN RIGHTS

2010 The Voluntary Principles were developed out of a multi-stakeholder process involv-

ing companies and NGOs as a means of providing guidance to companies in the

extractive sector on maintaining the security of their operations in a manner that

respects human rights and fundamental freedoms.

WORLD GOLD COUNCIL

1987 The World Gold Council is a market development organization for the gold indus-

try consisting of and funded by 23 gold mining companies from around the world,

including Barrick to provide industry leadership, whilst stimulating and sustaining

demand for gold.

102-13 Membership of Associations Government Affairs ICMM UNGC

2 10 8 9

Industry associations Barrick is a member of (national and international) include the following:

• Cámara Argentina de Empresarios Mineros (Argentina)

• Cámara Minera de San Juan (San Juan, Argentina)

• Cámara Minera y Petrolera de la República Dominicana

(Dominican Republic)

• Consejo Minero (Chile)

• Chamber of Mines (Zambia)

• International Council on Mining and Metals

• Mining Association of Canada (Canada)

• Nevada Mining Association (Nevada)

• Prospectors and Developers Association of Canada

(Canada)

• Sociedad Nacional de Mineria (Chile)

• Sociedad Nacional de Mineria, Petroleo y Energia (Peru)

• World Gold Council

10 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI GENERAL DISCLOSURES

STRATEGY102

102-14 Statement from President Sustainability Report Summary

ICMM UNGC

2 10

At Barrick, our vision of being a sustainable 21st century

company is clear: to partner with host governments and com-

munities to transform their natural resources into sustainable

benefits and mutual prosperity.

In 2017, we continued to implement and make important

progress on our sustainability strategy, which this report

outlines in further detail. We are guided by a belief that we

can best achieve our sustainability goals by: managing our

impacts on people and the environment; sharing the benefits

of our activities; and engaging respectfully with others.

To that end, in the past year, we developed a climate change

strategy and set greenhouse gas emission reduction tar-

gets; we established a range of strategic partnerships, from

an operational partnership with Shandong Gold Group in

Argentina, to a digital learning partnership with Cisco in

Nevada and Peru; and we advanced our digital transforma-

tion, introducing applications that are helping improve safety

and our ability to manage environmental impacts at our

mines.

We also faced our share of challenges in 2017. While we

achieved our lowest total reportable injury frequency rate in

the company’s history, this was marred by the tragic deaths of

our colleagues Eulogio Gutierrez and Williams Garrido. Our

expectation is for every person to go home safe and healthy

every day. That we did not meet this goal is unacceptable.

We also experienced another incident – our third in eighteen

months – involving process solution on the heap leach pad at

the Veladero mine in Argentina. We took immediate action to

reduce the risk of such an incident happening again. Together

with Shandong, our new joint venture partner at Veladero,

we are committed to improving our operational performance

and regaining the trust and confidence of our community

and government partners.

Our commitment to sustainability in 2018 is as strong as

ever, and motivates us to challenge the notion that mining is

just an extractive industry. We see it entirely differently: as a

mining company, we can create real and sustained value, but

only by working in a transparent and collaborative way with

our own people, as well as our government and community

partners. When we get this right, everyone stands to benefit

and advance together.

This Sustainability Report Summary is intended to give you

highlights of the progress we made in 2017 and what we aim

to achieve in 2018 and beyond. We encourage you to also

visit our website where we report in depth on these and oth-

er topics. If you have questions or comments, we invite you

to share them with us at [email protected].

Kelvin Dushnisky

President

11BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI GENERAL DISCLOSURES

ETHIC AND INTEGRITY102

102-16 Values and Code Responsible Mining Governance

ICMM UNGC

1 2 4 1 2 6 10

Our commitment to responsible mining is supported by a

robust governance framework, setting out the Company’s

expectations of our people, suppliers, and contractors in the

conduct of their daily work.

At the core of this framework is the Code of Business

Conduct and Ethics and Barrick’s management systems,

programs, and policies. These provide a common standard

by which all sites are expected to operate—from community,

health, environmental, safety, security, human rights, and

ethical perspectives. These systems are complemented by

expert advice from our external CSR Advisory Board, to help

keep us true to our commitment to mining in a responsible

manner.

OUR VISION AND VALUES

Our vision is the generation of wealth through responsible

mining—wealth for our owners, our people, and the coun-

tries and communities with which we partner.

We aim to be the leading mining company focused on gold,

growing our cash flow per share by developing and operating

high-quality assets, through disciplined allocation of human

and financial capital, and operational excellence.

OUR VALUES

• PEOPLE: Attract and develop strong people who act

with integrity, are tireless in their pursuit of excellence,

and inspire others to be their best.

• URGENCY: Act with urgency. Seek out opportunities and

determine how to capitalize on them.

• RESPONSIBILITY AND ACCOUNTABILITY: Act as an

owner. Take initiative. Own up to mistakes and learn from

them. Drive change. Always look for ways to make things

better.

• PARTNERSHIPS: Earn trust and create transparency to

build enduring partnerships between our people and

with the countries and communities in which we oper-

ate.

• OPERATIONAL EXCELLENCE: Lead the industry in safe-

ty and environmental practices—all while unleashing the

full potential of all our assets through ingenuity, drive,

and innovation.

• SHAREHOLDER VALUE: Allocate money and people

to opportunities that grow our free cash flow per share,

while maximizing our net asset value.

• EXECUTION: Do what we say we are going to do.

CODE OF BUSINESS CONDUCT AND ETHICS

As a company and as individuals, we must guide our conduct

by the highest standards of honesty, integrity, and ethical be-

havior. Barrick’s Code of Business Conduct and Ethics (“the

Code”) embodies Barrick’s commitment to conduct business

in accordance with all applicable laws, rules, and regulations,

and the highest ethical standards throughout our organiza-

tion. The Code has been adopted by the Board of Directors

and applies to every Barrick person, including the President

and other senior executive and financial officers, and to our

Board of Directors.

We require our people, including Directors, to read and com-

ply with the Code and associated policies. Barrick provides

mandatory training on the Code and related policies to all

new people, and requires all management and supervisory

personnel to confirm their compliance annually. All Barrick

people are accountable for adhering to the Code, and are

responsible for reporting behavior that violates the Code.

In 2017, the Code was revised and updated to make it less

formal, more closely connected to our core values, and more

user friendly by incorporating clear examples and a section of

frequently asked questions.

12 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-18 Governance Structure Responsible Mining Governance, IC p.33

ICMM UNGC

1 2 4 10

Barrick’s Board of Directors provides oversight of this frame-

work and systems as they are responsible for the stewardship

of the Company, while our senior management is responsible

for the management and implementation of the framework

and systems.

The Board has established five standing committees, all of

which have a written mandate. In addition, all Board com-

mittees are comprised entirely of independent directors.

The mandate of each of our committees is available at

www.barrick.com/company/governance.

The Corporate Responsibility Committee supports the Board

in fulfilling its oversight responsibilities regarding environmen-

tal, health and safety, corporate social responsibility (including

sustainable development, community relations, and security

matters), and human rights programs, policies, and perfor-

mance. The Committee also makes recommendations to the

Board, where appropriate, on significant matters relating to

these issue areas.

In 2017, the CR Committee was composed of five indepen-

dent directors. In April 2018, Gary Doer stepped down from

Barrick’s Board of Directors and the CR Committee of the

board.

102-19 Delegating Authority Responsible Mining Governance

ICMM UNGC

1 2 4 10

Each quarter, the Corporate Responsibility Committee receives presentations from management on the Company’s environmen-

tal performance and initiatives, reclamation and closure costs, safety and health performance and initiatives, permitting and

government approvals at the Company’s mines and projects, security matters, human rights issues and corporate social responsi-

bility (CSR) programs.

102-20 Executive-level responsibility for economic, environmental, and social topics

Management ICMM UNGC

1 2 4 10

Peter Sinclair was appointed Chief Sustainability Officer in September 2015. In this role, Mr. Sinclair focuses on long-term,

strategic sustainability trends, helping management and the Board of Directors anticipate changes, and manage key external

risks to our license to operate. He leads our head office Community Relations, Corporate Social Responsibility, and Government

Affairs teams, ensuring we maintain leading company-wide sustainability policies and practices, and engagement with external

partners, including NGOs, international institutions, and the growing responsible investment community.

13BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-21 Consulting stakeholders on economic, environmental, and social topics

CSR Advisory Board ICMM UNGC

1 2 4 10

Barrick’s CSR Advisory Board (the Advisory Board) was formed

in 2012 and acts as an external sounding board on a range of

corporate responsibility issues, including community relations,

sustainable development, water, energy, climate change,

security, and human rights.

We benefit from the insight of world-renowned experts in

human rights, sustainability, and international development,

currently including Aron Cramer, Robert Fowler and Gare

Smith. John Ruggie, author of the UN Guiding Principles on

Business and Human Rights, serves as a Special Consultant to

the Advisory Board.

The Advisory Board is a forum for external thought leaders

to engage with senior management at Barrick in construc-

tive discussion and lesson-sharing, providing intelligence on

emerging trends and providing practical guidance on best

practice in social and environmental performance. They meet

with our Executive Chairman, President, Chair of the Board

Corporate Responsibility Committee and other senior leaders

in-person twice a year, as well as conducting annual visits to

Barrick sites.

These distinguished individuals bring diverse perspectives on

the social and environmental issues and opportunities that

face Barrick and the international mining industry. They en-

courage and challenge us with respect to our CSR programs

and performance and help us continue to deliver on our

commitment to responsible mining.

102-22 Composition of the highest governance body and its committees

IC p. 22-32 ICMM UNGC

1 2 4 10

I. Executive: 2 directors (13%) are executive, 13 directors (87%) are non-executive directors.

II. Independence: 13 directors (87%) of our Board are independent directors, 2 directors (13%) are non-independent directors.

III. Tenure: Our directors are elected annually, individually, and by majority vote. The average tenure is 6 years.

IV. Number of each individual’s other significant positions and commitments: No board member serves on more than

four other public boards. Full biographical details are found in the Annual Information Circular pp. 22-32.

V. Gender: 3 directors (20%) are female, 12 directors (80%) are male.

VI. Membership of under-represented social groups: The visible minority status of Barrick’s Board Members is not de-

scribed in Barrick’s regulatory filings.

VII. Competencies relating to economic, environmental and social topics: Please see table below from p. 13 of Barrick’s

Annual Information Circular.

VIII. Stakeholder representation: N/A

14 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

Director Nominees

Our director nominees are diverse, experienced, and accomplished. The following table reflects the skills and strengths we believeare required to be a leading twenty-first century company operating in the mining industry, and the experience and expertisebrought by each of our director nominees. For more details on our Diversity Policy, see “Diversity Initiatives” in Schedule A of thisCircular.

Overview of our Board’s Profile Ben

ítez

Cis

nero

s

Clo

w

Du

shn

isky

Evan

s

Gre

ensp

un

Har

vey

Hat

ter

Lock

har

t

Mar

cet

Munk

Pric

har

d

Shap

iro

Thorn

ton

Thra

sher

TOTAL(of 15)

Exp

eri

en

ce a

nd

Exp

ert

ise

Mining Operations ✓ ✓ ✓ ✓ ✓ ✓ 6

Health, Safety & Environmental ✓ ✓ ✓ ✓ ✓ ✓ ✓ 7

Capital Allocation & FinancialAcumen ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 11

Talent Development andAllocation & Partnership Culture ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 10

M&A Execution ✓ ✓ ✓ ✓ ✓ ✓ 6

International BusinessExperience and GlobalPartnerships

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 11

Government and RegulatoryAffairs & Community Relations ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 9

Risk Management ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 12

Digital Technology andInnovation ✓ ✓ ✓ 3

Bo

ard

Co

mp

osi

tio

n Age 59 72 67 54 60 71 67 55 63 54 57 69 66 64 62 Average

63 years

Board Tenure New 15 2 2 4 4 12 New 4 1 21 2 14 6 4 Average6 years

Gender Male ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓12

(80%)

Female ✓ ✓ ✓3

(20%)

Independence* ✓ ✓ ✓ P ✓ ✓ LD✓ ✓ ✓ ✓ ✓ ✓ ✓ EC ✓13

(87%)

* P = President; LD = Lead Director; EC = Executive Chairman

Legend:

Mining Operations: Experience at a senior level with mining operations, including production, exploration, reserves, capital projects, and relatedtechnology. Familiarity with setting performance expectations, driving continuous improvement through Best-in-Class operational standards,building operational leadership capabilities, and fostering innovation.

Health, Safety & Environmental: Knowledge of, or experience with, leading health, safety, and environmental practices and relatedrequirements, including sustainable development and corporate responsibility practices and reporting.

Capital Allocation & Financial Acumen: Experience overseeing the allocation of capital to ensure superior risk-adjusted financial returns,including strengthening our capital structure, evaluating capital investment decisions, setting and enforcing thresholds for financial returns,optimizing asset portfolios, and knowledge of, or experience with, financial accounting and corporate finance.

Talent Development and Allocation & Partnership Culture: Thorough understanding of the key processes to ensure optimal human capitalallocation including attracting, motivating, and retaining top talent. Familiarity with partnership structures and their related cultures. Experience inareas such as setting performance objectives, designing compensation plans, ensuring the right people are in the right roles, succession planning,and organizational design.

M&A Execution: Experience in evaluating and executing mergers, acquisitions, and asset sales, including the formation of partnerships and jointventures across the globe.

International Business Experience and Global Partnerships: Experience conducting business internationally, including exposure to a range ofpolitical, cultural, and regulatory requirements. Familiarity with the critical role of partnerships with host governments, local communities, indigenouspeople, non-governmental organizations, and other stakeholders, and an understanding of how to establish and strengthen those partnerships.

Government and Regulatory Affairs & Community Relations: Experience with the workings of government and public and regulatory policyin Canada, the United States, and internationally. Familiarity with community engagement.

Risk Management: Knowledge of risk management principles and practices, an understanding of some or all of the key risk areas that acompany faces, and an ability to probe risk controls and exposures.

Digital Technology and Innovation: Expertise in digital technology and innovation, including experience with leveraging digital technology todrive operational excellence, commercial innovation, and business transformation. Familiarity with technology-driven issues such as cybersecurity,data analytics and integration, cloud computing, autonomous technology, and wireless solutions.

14 Barrick Gold Corporation | 2018 Circular

15BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-23 Chair of the highest governance body IC p. 96-97 ICMM UNGC

1 2 4 10

Our Executive Chairman, as representative of the Board and

the owners, and as a meaningful owner himself, continues

to play a critical leadership role in our transformation. He en-

sures that the priorities set by the Board are executed to the

highest possible standard by the partnership. The responsi-

bilities and activities of the Executive Chairman are subject to

the oversight of the Board.

The Executive Chairman actively oversees the partnership in a

weekly meeting he chairs of Barrick’s eight most senior part-

ners, who we refer to as our Executive Committee. In these

weekly meetings, each senior partner reports, one by one, on

Barrick’s key priorities: talent management with our Executive

Vice President, Talent Management; Best-in-Class operations

with our Senior Vice President, Operational and Technical

Excellence; portfolio optimization with our Senior Executive

Vice President, Strategic Matters; financial prudence and

strategy with our Executive Vice President and Chief Financial

Officer; exploration initiatives with our Executive Vice

President, Exploration and Growth; and capital allocation and

investment management with our Chief Investment Officer.

The discussion then ends with new or outstanding priorities

with our President and the Chief of Staff. Throughout these

meetings, our Executive Chairman monitors progress, clarifies

direction, and emphasizes priorities, which he continues to do

one-on-one with senior partners throughout the week.

The Executive Chairman also communicates with sharehold-

ers, engages potential investors and, in concert with our

President and other senior partners, works with our external

partners, including host governments and joint venture part-

ners. In addition, the Executive Chairman provides leadership

and direction to the Board, and facilitates the operations and

deliberations of the Board to satisfy the Board’s functions

and responsibilities under its mandate. More specifically, the

Executive Chairman chairs each meeting of the Board and

works in consultation with the Lead Director to, among other

things, plan and organize the activities of the Board. Together

with the Lead Director, the Executive Chairman ensures that

the Board has all the information it needs to function effec-

tively, at all times, including, as necessary, communication

between Board meetings. The Executive Chairman serves as

the principal liaison between the Board and the Executive

Committee and meets with representatives of our sharehold-

ers and other partners on behalf of the Board. The Executive

Chairman is also responsible for conducting an annual per-

formance evaluation of our Executive Committee with input

from the Lead Director.

102-24 Nominating and selecting the highest governance body

IC p. 98-99 ICMM UNGC

1 2 4 10

Through the Corporate Governance & Nominating

Committee, which is composed entirely of independent

directors, the Board monitors best practices in corporate

governance, develops corporate governance guidelines, and

establishes appropriate structures and policies to allow the

Board to function effectively and independently of manage-

ment. The Corporate Governance & Nominating Committee

recommends corporate governance policy changes to the

Board as appropriate, and the Board approves our corporate

governance guidelines annually.

Shareholders elect directors annually to hold office until our

next annual meeting or until their successors are elected

or appointed. Shareholders vote for individual directors.

Between shareholder meetings, the Board may appoint

additional directors within the maximum number set out in

the Articles of the Company and provided that, after such

appointments, the total number of directors would not be

greater than one and one-third times the number of directors

required to have been elected at the last annual meeting

of shareholders. The Articles of the Company provide for a

minimum of five and a maximum of 20 directors.

The Corporate Governance & Nominating Committee is

charged with identifying and reviewing potential candidates

and recommending nominees to the Board for approval. The

Corporate Governance & Nominating Committee strives to

ensure that the Board possesses a broad range of experience

and expertise so that it can effectively carry out its mandate

and be an asset to the Company, both as a whole and

16 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

through its five standing committees. To promote this objec-

tive, the Corporate Governance & Nominating Committee

oversees a process by which the areas of experience and

expertise that the Board needs over the medium-term are

identified.

We believe our Board nominees must strike the right balance

between those who have the skills and experience necessary

to ensure our business can secure and maintain our license

to operate, and those who have technical and operating

expertise and financial and business acumen. Based on their

assessment of the existing experience and strengths of the

Board and the needs of the organization, the Corporate

Governance & Nominating Committee and the Board deter-

mine the competencies, skills, and qualities they should seek

in new Board members. In recommending nominees, the

Corporate Governance & Nominating Committee assesses

the ability to contribute to the effective management of the

Company, taking into account the needs of the Company

and the individual’s background, experience, perspective,

skills, and knowledge that are appropriate and beneficial to

the Company. Consistent with Barrick’s Diversity Policy, the

Committee and the Board also consider diversity criteria, such

as gender, age, and ethnicity.

Nominees for membership to the Board are recommended

to the Board by the Corporate Governance & Nominating

Committee. In identifying candidates, the Committee

consults broadly with the other members of the Board

and retains external consultants to assist with sourcing the

best available candidates and/or consult with key stake-

holders. Throughout the director nomination process, the

Committee provides updates to the Board and solicits input

on candidates. Candidates are interviewed by members

of the Committee and other directors as appropriate. The

Committee ultimately submits recommendations on Board

composition to the full Board, which approves the nominees

for submission to shareholders and election to the Board.

In 2017, the Corporate Governance & Nominating

Committee, in conjunction with the Executive Chairman and

the Lead Director, undertook a director recruitment program

and retained an independent search firm to identify addition-

al candidates for our Board and gave the advisor a specific

mandate to propose diverse candidates, particularly women.

As a result of this process, which is ongoing, Ms. Patricia A.

Hatter and Ms. María Ignacia Benítez have been nominated

for election at the Meeting. Ms. Hatter brings deep experi-

ence leading successful digital transformations, and supple-

ments our Board with her knowledge of digital technology,

technological innovation and cybersecurity – skills which are

invaluable to advancing Barrick’s digital strategy. Ms. Benítez

brings many years of experience in the public and private sec-

tors, including an intimate understanding of the Chilean po-

litical, legal, and regulatory system, and thorough awareness

of the environmental issues that arise in the mining industry.

17BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-25 Conflicts of interest IC p. 104-105 ICMM UNGC

1 2 4 10

Our Code of Conduct, our Corporate Governance Guidelines,

and the Business Corporations Act (Ontario) (the OBCA)

specifically address conflict of interests involving directors.

Pursuant to the Code, all of our directors are required to act

in the best interests of the Company and to avoid conflicts

of interest. Directors may not use their position to obtain any

improper benefit for themselves. Our directors may not serve

as officers or directors of, or otherwise be engaged with,

a competitor or potential or actual business partner of the

Company without the prior written approval of the Executive

Chairman and the Chairman of the Corporate Governance &

Nominating Committee.

Our Corporate Governance Guidelines provide that directors are

required to advise the Executive Chairman and the Chairman of

the Corporate Governance & Nominating Committee prior to

accepting a directorship of another public company or of any

actual or potential competitor, business partner, or significant

investor in the Company and to ensure that such service is

consistent with Barrick’s conflict of interest standards.

Section 132 of the OBCA addresses conflicts of interest of a

director of an Ontario corporation, such as Barrick. Among

other things, the OBCA provides that a director of a corpora-

tion who: (a) is a party to a material contract or transaction or

proposed material contract or transaction with the corpo-

ration; or (b) is a director or an officer of, or has a material

interest in, any person who is a party to a material contract or

transaction or proposed material contract or transaction with

the corporation, is required to disclose in writing to the corpo-

ration or request to have entered in the minutes of meetings

of directors the nature and extent of his or her interest. Such

a director shall not attend any part of a meeting of directors

during which the contract or transaction is discussed and shall

not vote on any resolution to approve the contract or transac-

tion, unless the contract or transaction relates to the director’s

remuneration as a director or indemnity or insurance for

services as a director, or is with an affiliate of the corporation.

102-35 Remuneration policies IC p. 39-87Responsible Mining Governance

ICMM UNGC

A. Remuneration Policies: Information on our remuner-

ation policies, including for the Board of Directors and

senior executives, is described in full detail in Barrick

Annual Information Circular, pages 40-46.

B. Performance Criteria in Remuneration Policies for

ESG topics: Barrick’s performance-based compensation

system provides incentives that are both short-term and

long-term in nature.

Annual Performance Incentives for Senior Executives are

based on short-term functional and operational priori-

ties. Each Senior Executive has an individual scorecard

with measures that relate to Barrick’s strategic principles

and priorities. Weightings and goals vary by role, but

most include a portion that relates to Barrick’s sustain-

ability performance. In 2017, all non-executive personnel

also had a portion of their annual incentive compensa-

tion tied to Barrick’s short-term Company scorecard. This

included a “Reputation and License to Operate” compo-

nent, composed of safety, environment, anti-corruption,

human rights, community relations, and compliance

measures, accounting for 15% of the overall scorecard.

Long-term incentives for Senior Executives are deter-

mined by a Company scorecard that tracks both financial

and non-financial measures, including a “Reputation and

License to Operate” component. This category accounts

for 15% of the overall scorecard and is assessed based

on both quantitative and qualitative measures. We

measure our performance trajectory over time for envi-

ronment (e.g., incidents) and safety (e.g., fatalities, Total

Reportable Injury Frequency Rate). Qualitative measures

include our overall compliance record, independent

assessments of our corporate social responsibility related

performance (e.g., International Council on Metals and

Mining Assurance review, Dow Jones Sustainability

Index listing), success in building and maintaining strong

relationships with core stakeholders, and the quality of

license-to-operate risk assessments.

18 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-36 Process for determining remuneration IC p. 45-58 ICMM UNGC

Process for determining remuneration: Please refer to

our Annual Information Circular (pages 47-85) for the full

process followed to determine remuneration.

Remuneration Consultants and Independence: The

Compensation Committee has sought the views of an

independent compensation consultant on executive compen-

sation-related matters from time to time. In May 2016, Pay

Governance was selected by the Compensation Committee

as its new independent consultant to assist with refining the

Executive Chairman’s compensation structure, on the basis of

its broad experience advising compensation committees of a

number of S&P/TSX60 cross-listed companies. In 2016, Pay

Governance provided benchmarking advice and data for the

Executive Chairman, materials on traditional and innovative

performance-based compensation models employed by other

companies, as well as design and shareholder engagement

support with the refined approach to compensation for the

Executive Chairman. In 2017, Pay Governance provided

benchmarking advice and data for the Executive Chairman.

The chart below summarizes the fees paid to Pay Governance

in 2017 and 2016 for services provided to the Compensation

Committee. Pay Governance provides advisory services exclu-

sively to the Compensation Committee and does not advise

management.

Remuneration consultant’s relationships: Pay Governance

provides advisory services exclusively to the Compensation

Committee and does not advise management.

102-37 Stakeholders’ involvement in remuneration

IC p. 9, 20-21 ICMM UNGC

Consistent with our commitment to enhanced shareholder

engagement, Barrick undertook a number of initiatives in

2017 to meet with, and facilitate feedback from, its share-

holders. Highlights include the following:

• 2017 Operations and Technical Update: On February

22, 2017, Barrick hosted its first Operations and

Technical Update, which was attended by a group of 544

significant shareholders and key analysts, and was broad-

cast via live video webcast for those unable to attend in

person. Our Chief Innovation Officer and other senior

executives and general managers of our core mines

provided updates on Barrick’s key growth opportunities

at our operations and projects, as well as our progress

on digital transformation, innovation, and sustainability

initiatives.

• Investor luncheon with independent directors:

On November 17, 2017, J. Brett Harvey (Barrick’s Lead

Director and Chair of the Compensation Committee),

along with Graham G. Clow (member of the Risk

Committee), Dambisa F. Moyo (member of the Audit

Committee, Corporate Governance & Nominating

Committee, and Risk Committee), and J. Robert S.

Prichard (member of the Compensation Committee and

Risk Committee) hosted Barrick’s second annual investor

luncheon in New York City without management pres-

ent, which was attended by shareholders representing

approximately 19% of Barrick’s outstanding Common

Shares. The purpose of the luncheon was to engage with

investors and directly solicit their views on Barrick’s strat-

egy, performance, governance initiatives, and approach

to executive compensation.

• 2017 Sustainability Briefing and sustainability

engagement: On May 9, 2017, Barrick hosted its first

Sustainability Briefing for investors, which was broad-

cast via live video webcast for those unable to attend in

person. Online attendees also had the ability to sub-

mit questions electronically. Speakers included Nancy

H.O. Lockhart, Chair of the Corporate Responsibility

Committee, along with our Chief Sustainability Officer

and other leaders from across the organization. This

session focused on Barrick’s commitment to responsible

mining in partnership with host governments and com-

munities in which we operate. During the fall of 2017,

Barrick’s Chief Sustainability Officer conducted a series of

engagements which included meetings with a number of

key shareholders in Europe regarding environmental and

social matters. Enhanced investor engagement on sus-

tainability issues will continue in 2018 in other regions,

including North America.

19BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

• Enhanced shareholder communication: Barrick estab-

lished a designated Investor Relations hotline to supple-

ment the existing email address. The hotline provides

shareholders with improved access to the Company and

facilitates shareholder engagement. Shareholders may

communicate their views to management through the

Company’s Investor Relations department at:

Attention: Investor Relations

Barrick Gold Corporation TD Canada Trust Tower

Brookfield Place 161 Bay Street, Suite 3700

P.O. Box 212

Toronto, Ontario M5J 2S1

Phone: (416) 307-7474

Email: [email protected]

In December 2017, Barrick was awarded the top prize at the

2017 Awards of Excellence in Corporate Reporting, given by

the Chartered Professional Accountants of Canada. Barrick

was the recipient of a Platinum Award, which is given to

companies that demonstrate exemplary quality across all four

judging categories, namely: financial reporting, corporate

governance disclosure, electronic disclosure, and sustainability

reporting.

SAY ON PAY ADVISORY VOTE

The Board has adopted a non-binding advisory vote relat-

ing to executive compensation to solicit feedback on our

approach to executive compensation. The previous say on pay

advisory vote held in 2017 was supported with the approval

of 91.2% of those shareholders present at our 2017 annual

meeting and voting in person or by proxy. Shareholders have

the opportunity to vote “For” or “Against” the Company’s

approach to executive compensation.

Since this vote is advisory, it will not be binding on the Board.

The Board remains fully responsible for its compensation

decisions and is not relieved of this responsibility by a positive

or negative vote. However, the Board and the Compensation

Committee will consider the outcome of the vote as part

of their ongoing review of executive compensation. The

Company plans to hold an advisory vote on our approach to

executive compensation on an annual basis.

20 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI GENERAL DISCLOSURES

STAKEHOLDER ENGAGEMENT102

102-40 Stakeholder groups Stakeholder Engagement

ICMM UNGC

10

We prioritize engagement with stakeholder groups who are directly impacted and interested in our activities – such as local com-

munities and host governments – and those that can have a significant impact on our business success – such as our investors,

civil society, and governments.

102-41 Collective bargaining agreements Labor Organizations ICMM UNGC

Approximately 26% of our people are represented by unions or collective bargaining associations in three countries. In addition,

people are represented by unions at the Veladero and Porgera mines (which Barrick does not operate).

102-42 Identifying stakeholders Stakeholder Engagement

ICMM UNGC

10

We undertake regular stakeholder- and issues-mapping, to identify our stakeholders and the issues they care about most. We

prioritize engagement with stakeholder groups who are directly impacted and interested in our activities – such as local commu-

nities and host governments – and those that can have a significant impact on our business success – such as our investors, civil

society, and governments.

At our mine sites, this means working closely with our people, local communities and government stakeholders who are located

in the mine’s direct area of influence. At the enterprise-level, we engage with investors, our home government, and civil society

organizations that are interested in our operations. Perception surveys, partnerships, participation in multi-stakeholder forums,

and meetings are some of the ways that we engage and understand stakeholder interests and concerns about our sustainability

performance.

102-43 Approach to stakeholder engagement Stakeholder Engagement

ICMM UNGC

10

Barrick’s business is about partnerships — with our people, governments, communities, suppliers, civil society, and other companies.

This means balancing our own interests and priorities with those of others, helping both Barrick and our partners benefit from

working together. It also means embracing a shared sense of responsibility to work constructively on matters of mutual interest

and concern. Getting this balance right helps us maintain the support and confidence of our key stakeholders, which is essential

for our business to succeed.

Everywhere we operate, our approach to stakeholder engagement is based on the same core principle: that transparency is the

currency of trust. For Barrick, transparency takes many forms, including inviting others to measure and assess our environmental

and social performance, sharing information in a timely and accessible way, and listening to others’ points of view. We also seek

third-party input and reviews because we know this can make our systems stronger. Ultimately, we do this so people will have

more reason to trust what we are doing as a company.

Putting this into practice means engaging with stakeholders in a wide variety of channels that are both accessible and culturally

appropriate. These range from speaking with people daily at our offices in local communities, to inviting people to help us mon-

itor air and water quality near a mine, to hosting an annual online briefing on Barrick’s sustainability performance for investors

and other interested stakeholders.

21BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-44 Key topics and concerns raised Stakeholder Engagement

ICMM UNGC

10

In 2017, issues of concern expressed by our stakeholders included:

• Local employment and local procurement at our operations

• Barrick’s human rights program and security practices

• Our environmental performance and remediation of any incidents

• Governance of joint-ventures and affiliates

• Our approach to climate change

The following table summarizes the ways that we engaged these site- and enterprise-level stakeholders in 2017, their key inter-

ests, and examples of how we have reported on or taken action on these interests.

STAKEHOLDER ENGAGEMENT IN 2017

STAKEHOLDER GROUP

EXAMPLES OF STAKEHOLDER INTERESTS

EXAMPLES OF ACTIONS TAKEN

LOCAL COMMUNITIES

Jobs at the mine

Transparency on environmental impacts

Supplier opportunities

More regular communication with the mine

SITE TOURS

At our Pueblo Viejo mine in the Dominican Republic, we hosted 51 community visits to the mine. Almost a thousand community members were able to visit and learn about the site.

GRIEVANCE MECHANISMS

In 2017, Barrick-operated sites received 259 grievances, primarily related to contractor issues.

COMMUNITY COUNCILS

In Argentina, the Veladero mine convened monthly community councils to better listen and learn from the communities of Jachal and Iglesia.

STAKEHOLDER PERCEPTION SURVEYS

We conducted stakeholder perception surveys to independently measure support and better understand community concerns at all our sites in 2017.

PRIORITIZING LOCAL CONTENT

In 2017, local employment at Barrick-operated sites increased from 51% to 60%.

ENVIRONMENTAL WATER MONITORING

Almost 500 community members took air and water samples as part of a Pueblo Viejo participatory environmental monitoring program in 2017.

HOME AND HOST GOVERNMENTS

Revenue transparency

Social and economic development from mining

Climate change

Regulatory and legal compliance

Responsible business practice

IN-PERSON MEETINGS

Our Executive Directors engage with government and regulatory authorities on a regular basis. In 2017, the team in Zambia met with ZESCO – the state-owned power company – and concluded a legally binding addendum to the Power Supply Agreement (PSA) for 12 months between January and December 2017.

SUPPORT FOR BUSINESS ACCOUNTABILITY

We publicly supported the Government of Canada’s announcement of an additional accountability mechanism for Canadian businesses operating overseas, focused on dialogue and conflict resolution.

ADOPTING CLIMATE TARGETS

Barrick has set a goal to keep its current GHG emissions flat in the short term and is tar-geting a 30 percent reduction in GHG emissions by 2030, from a 2016 baseline of 3.5 MT CO2e emitted. This target is closely aligned with the national targets set by many of our host governments.

22 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

HOME AND HOST GOVERNMENTS (CONT’D)

INCREASED TRANSPARENCY

In 2017, Barrick published our inaugural Economic Contributions Report to detail how our policies and management systems support the social and economic development of the countries and communities where we operate. This included detailed information on our tax strategy, our efforts to prioritize local employment and local procurement, and our community investments.

EITI PARTICIPATION

As a member of the Extractives Industries Transparency Initiative, Barrick reports in detail on payments made to governments.

INVESTORS Financial and operational performance

Climate change

Sustainability performance

Governance

SUSTAINABILITY BRIEFING FOR INVESTORS

Barrick held its first ever Sustainability Briefing for Investors in 2017, featuring presen-tations by many of the Company’s leaders who drive Barrick’s sustainability activities, underscoring just how integral sustainability is to our business.

IN-PERSON MEETINGS

In 2017, we held more than 100 engagements on environmental, social and, gover-nance issues with our investors.

COMMIT TO TCFD

In 2017, we committed to supporting the voluntary recommendations of the indus-try-led Financial Stability Board Task Force on Climate-Related Financial Disclosures (TCFD). The TCFD recommendations are considered the new benchmark for disclosure of climate-related risks and opportunities.

PARTICIPATION IN SUSTAINABILITY INDICES AND THIRD-PARTY RATINGS

In 2017, Barrick was named to the Dow Jones Sustainability World Index for the 10th consecutive year. The Company was also included in the Dow Jones Sustainability North America Index for the 11th consecutive year.

OUR PEOPLE Safe and healthy workplace

Strong organizational culture

Prosperous communities

TONE-FROM-THE-TOP

Barrick opens its weekly company-wide Business Plan Review meetings with a Safety Share on a workplace safety issue, usually led by one of the sites. We also have a Value Share at the same meeting where we discuss how we put Barrick’s values into action.

TOWN HALLS

We host virtual townhalls broadcast to all our people around the world to communicate with and listen to people following significant business changes.

BARRICK INTRANET

Through THE CORE, the Company’s internal web portal, we shared approximately 500 stories and news items with our people in 2017.

COMPLIANCE HOTLINE

In 2017, our people raised more than 200 concerns about potential code of conduct violations through Barrick’s compliance hotline and other reporting channels.

SUPPORT FOR GIVING

Barrick has introduced programs to match giving from our people to local charities at our Nevada mine sites and at our Toronto office.

ORGANIZATIONAL HEALTH INDEX SURVEY

In 2017, Barrick undertook a company-wide survey to better understand the cultural and leadership behaviors that can best drive our performance and help us achieve our business objectives.

23BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

CIVIL SOCIETY ORGANIZATIONS

Climate change

Sustainability performance

Responsible business practice

Human rights

SITE TOURS

The Lumwana mine in Zambia hosted a site tour for faith-based groups. They had expressed concerns over alleged uranium mining in the past, and the site staff made subject matter experts available to clarify concerns regarding this allegation.

COLLABORATIVE PARTNERSHIPS

With UNICEF Canada and the Government of Canada, Barrick organized a multi-sector working group to create a checklist and handbook to help companies better integrate the Voluntary Principles and children’s rights. The checklist was launched in March 2017.

ADDRESSING CONCERNS ABOUT REMEDY AT THE PORGERA JOINT VENTURE

Barrick and Barrick Niugini Ltd. (BNL) engaged Dr. Margaret Jungk, former chair of the UN Working Group on Business and Human Rights, to head a team at the social non-profit Business for Social Responsibility (BSR). Dr. Jungk and her team have been tasked with making recommendations for providing improved access to effective remedy for populations who may be affected by the mine. This work has engaged many of the Framework’s most vocal critics, and engaged international experts in a roundtable discus-sion at the UN Forum on Human Rights, as well as local and national voices in PNG.

THIRD-PARTY AUDITS

Barrick engages a third-party consultant to provide independent external assurance on Barrick’s performance and progress on a range of environmental, social, and gover-nance (ESG) issues. We also engage a third-party to conduct independent Human Rights Impact Assessments of our sites.

24 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI GENERAL DISCLOSURES

REPORTING PRACTICE102

102-45 Organizational entities Non-Managed Operations

ICMM UNGC

10

SUMMARY OF MINE OWNERSHIP AND OPERATORSHIP – 2017

OWNERSHIP/OPERATORSHIP MINE (% OWNERSHIP) PROJECT (% OWNERSHIP) REPORTED ON IN BARRICK’S SUSTAINABILITY-RELATED DISCLOSURES

Wholly Owned/ Operated Cortez

Goldstrike

Golden Sunlight

Hemlo

Lagunas Norte

Pierina (in closure)

Lumwana

Pascua-Lama

Alturas

Goldrush

Reported.

Joint Venture –

Barrick-operated

Pueblo Viejo (60%)

Turquoise Ridge (75%)

Reported (100% basis).

Joint Venture –

Not operated by Barrick

Jabal Sayid (50%)

Porgera (47.5%)

Veladero (50%)

Donlin Gold (50%) Information shared on behalf of JVs

(100% basis); data is not included

in Barrick totals unless otherwise

indicated.

Joint Venture –

Partner operated

KCGM (50%)

Zaldivar (50%)

Norte Abierto (50%)

Kabanga (50%)

No.

Affiliate-Operated Acacia Mining plc (63.9%)

(Bulyanhulu, North Mara,

Buzwagi)

No.

25BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-46 Defining report content and topic Boundaries

Prioritizing Sustainability Issues

ICMM UNGC

10

A company of Barrick’s size is faced with numerous social,

environmental and economic issues on which it could report.

Under the GRI1 Standard, organizations focus their sustain-

ability reporting on topics that can be reasonably considered

important for reflecting an organization’s economic, envi-

ronmental, and social impacts, or influence the decisions of

stakeholders. This helps us report on issues that are most rele-

vant to our stakeholders and our business. We identify these

issues through the following four-step process.

1. ISSUE IDENTIFICATION

We first identify a range of potential issues in the context of

our social, economic, and environmental impacts, based on

input from internal and external sources. We use the universe

of potential issues identified by the GRI as a starting point.

We also include issues such as mine closure and joint-venture

governance, that are not in included in the GRI framework

but have been identified as relevant by stakeholders we en-

gaged with in the past year.

EXTERNAL SOURCES

• CSR Advisory Board

• Industry and societal trends

• Investor and ESG analyst requests

• Peer companies

• Stakeholder engagement

• Community grievances

INTERNAL SOURCES

• Annual Information Form / Annual Report

• Issues reported to Board

• Site risks identified in Business Plan Reviews (BPRs)

• Subject matter experts

2. ISSUE BOUNDARIES

A topic may be material and relevant for sustainability report-

ing as a result of our own activity, including from our oper-

ations, closure properties or the conduct of our people, as

well as from activities to which we contribute or are indirectly

linked to. We therefore consider our full value-chain impacts,

both internal and external, when reporting.

EXTERNAL

• Contractors

• Governments

• Industry peers

• NGOs

• Suppliers

• Unions

INTERNAL

• Closure properties

• Exploration

• Offices

• Operations

• Projects

3. PRIORITIZATION & VALIDATION

Each topic is assessed on a matrix in terms of its impact, both

in terms of stakeholder perceptions and the economic, envi-

ronmental, social, or business impact of the topic. We rank

the issues based on the frequency with which they are iden-

tified by internal and external sources. The ranking of each

issue is also reviewed and approved by senior decision-makers

at Barrick. This process allows us to prioritize the issues in

terms of low, medium, and high importance.

4. REPORTING

To support engagement and communication, we then group

the relevant prioritized and validated GRI topics into issues

for public reporting. In 2017, nine issues of high priority were

identified through this four-step process. An additional ten

issues were identified as having medium priority. We report

on all of these issues in accordance with the GRI Standards:

Core option. We partially report on other issues identified as

being of low reporting priority, in accordance with regulatory

or other reporting requirements.

1. Formally known as the Global Reporting Initiative.

26 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-47 List of material topics Prioritizing Sustainability Issues

ICMM UNGC

10

ISSUE RELEVANT GRI TOPIC

High Priority Climate Change Emissions (Greenhouse Gases), Energy

Community Relations Local Communities, Rights of Indigenous Peoples

Government Affairs Public Policy

Human Rights Human Rights Assessments, Security Practices

Mine Closure n/a

Workplace Safety Occupational Health and Safety, Emergency Preparedness

Social & Economic Development Economic Performance, Market Presence, Indirect Economic Impacts, Procurement Practices

Tailings, Heap Leach, and Waste Management

Effluents and Waste

Water Management Water

Medium Priority Biodiversity Biodiversity

Ethical Business Conduct Anti-corruption

Environmental Approach Environmental Compliance

Labor Labor/Management Relations

Non-discrimination Non-discrimination, Diversity and Equal Opportunity

Non-Managed Operations n/a

Supply Chain Supplier Social Assessment, Supplier Environmental Assessment

Working Conditions Freedom of Association and Collective Bargaining, Child Labor, Forced or Compulsory Labor Employment

Talent Management Training and Education Employment

Air Emissions Emissions (non-GHG)

Low Priority Materials Materials

Artisanal and Small-scale mining n/a

Resettlement n/a

LEGEND

GRI Topics Identified as High Priority GRI Topics Identified as Medium Priority Other GRI Topics

102-48 Restatements of information ICMM UNGC

10

The data collected for this report has been gathered using the robust systems and tools currently in place for the reporting year.

Continuous improvement of our data collection and analysis processes is an ongoing focus and the on-line data tables reflect

minor corrections to certain historical environmental information.

27BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-49 Changes in reporting About This Report ICMM UNGC

10

This report and accompanying data tables contain informa-

tion on all of our wholly owned operations and joint ventures

where we are the operator, as well as on our country and

corporate offices, projects and closure sites, where this was

identified as a priority issue in our priorities issues assessment.

We report on 100 percent of the data and significant issues

from our operations and joint-venture operations where we

are the operator.

As part of our commitment to transparency, as of 2017, we

also share information as reported to us on a 100% basis

from joint-ventures in which we have an interest (but do not

operate), including the Porgera, Jabal Sayid, and Veladero

mines and the Donlin project. Barrick totals only include sites

where we are the operators, unless otherwise indicated.

We do not report on data from Acacia Mining plc (formerly

African Barrick Gold). Barrick and Acacia are parties to a

relationship agreement that regulates various aspects of the

ongoing relationship between the two companies so that

Acacia is capable of carrying on its business independently of

Barrick. Consistent with this agreement, Acacia independent-

ly manages its corporate social responsibility (CSR) programs

and issues its own annual CSR Report. As such, since 2013,

our annual Sustainability Report has not included Acacia.

102-50 Reporting period About This Report ICMM UNGC

10

The Sustainability Report is an annual report; it covers the 2017 calendar year, which corresponds to Barrick’s financial year.

Reference may be made in this report to an activity that occurred in 2018 if it helps to clarify a particular issue.

102-51 Date of previous report About This Report ICMM UNGC

10

Barrick’s previous Responsibility Reports have also been annual reports; the 2016 Responsibility Report was published in July

2017. These reports are available on the Barrick website.

102-52 Reporting cycle About This Report ICMM UNGC

10

Annual

102-53 Contact point About This Report ICMM UNGC

10

For additional information regarding the 2017 Sustainability Report, please contact:

Peter Sinclair, Chief Sustainability Officer

Barrick Gold Corporation

Brookfield Place, TD Canada Trust Tower

161 Bay Street, Suite 3700

Toronto, ON M5J 2S1

Canada

Telephone: 416.861.9977 Toll Free: 800.720.74.15

Email: [email protected]

28 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

102-54 GRI Standards claim About This Report ICMM UNGC

Barrick reports to the GRI Sustainability Reporting Standards, in accordance with the Core option.

102-55 GRI content index ICMM UNGC

10

In our GRI Content Index, we have included a reference index for the 10 Principles of the UN Global Compact and the

International Council on Mining and Metals (ICMM) Sustainable Development Principles in the table.

29BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

102-56 Assurance Assurance Letter ICMM UNGC

10

Bureau Veritas North America2017 Independent Assurance Statement

Bureau Veritas North America (Bureau Veritas) was engaged by Barrick Gold Corporation to provide independent external assurance for Barrick’s 2017 Sustainability Report. The assurance process also included an assessment of Barrick’s performance and progress on a range of sustainability issues.

Building on the previous eight years, the assurance process is designed to further our understanding ofhow Barrick identifies its material risks and emerging issues in a changing environment, and to assessBarrick’s performance against the International Council on Mining and Metals (ICMM) Sustainable Development Framework.

Objectives of the Assurance Process

1. Provide reasonable assurance over the stated content of the 2017 Sustainability Report including representations on the Barrick website;

2. Provide impartial commentary on Barrick’s alignment with ICMM’s 10 Sustainable Development Principles and eight Position Statements;

3. Assess implementation of the Voluntary Principles on Security and Human Rights;4. Provide reasonable assurance over the 2017 Conflict-Free Gold Report;5. Provide reasonable assurance over the 2017 greenhouse gas emissions inventory reported to

CDP;6. Provide reasonable assurance over the 2017 water withdrawal reported to CDP;7. Acknowledge improvements from previous reporting years;8. Propose recommendations for future development.

Barrick recognizes the need for a robust, transparent assurance process to ensure continued credibility with stakeholders and to act as a tool to drive continual performance improvement. Therefore, in addition to our commentary on the reporting processes, we provide further recommendations based on this period’s assurance in a separate detailed report to Barrick’s functional leads and corporate senior leadership team.

Scope of Assurance

1. Review relevant activities undertaken by Barrick over the reporting period January 1, 2017through December 31, 2017;

2. Review the robustness of underlying reporting systems and processes used to collect, analyze and report relevant information;

3. Evaluate the 2017 Sustainability Report against the principles of the GRI Reporting Framework as defined in the GRI Standards;

4. Evaluate evidence provided to support Barrick’s alignment with ICMM’s 10 Sustainable Development Principles and eight Position Statements;

5. Interview employees and external stakeholders with respect to Barrick’s sustainability performance during the reporting period;

6. Assess implementation of the Voluntary Principles on Security and Human Rights at one mine site;

30 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

7. Assess implementation of the World Gold Council (WGC)’s Conflict-Free Gold Standard as described in the 2017 Conflict-Free Gold Report for Barrick;

8. Verify Barrick’s total water withdrawal reported to CDP for 2017;9. Verify Barrick’s GHG emissions inventory reported to CDP for 2017.

To conduct the assurance, we undertook the following activities:

• Detailed review of the 2017 Sustainability Report including source verification of performance data and factual information contained within the Report and the supplemental information on the Barrick website;

• Review of processes for identification and collation of relevant information, report content and performance data from mining operations;

• Interviews and follow-up communication with the corporate senior leadership team and functional leads in Toronto (Canada), Elko, Nevada (USA), Santo Domingo (Dominican Republic) and with mine managers and staff at the two mines we visited (see below);

• Site visits to two operating mines, including Goldstrike (USA) and Pueblo Viejo (Dominican Republic);

• Interviews with local stakeholders at each visited mine.

Our work was planned and executed in a manner designed to produce a reasonable level of assurance and to provide a sound basis for our conclusions. Our assurance process is aligned with and informed by the following international protocols:

• ICMM Sustainable Development Framework – Assurance Procedure• GRI Standards • International Standard on Assurance Engagements (ISAE) 3000 Revised, Assurance

Engagements Other than Audits or Reviews of Historical Financial Information (effective for assurance reports dated on or after Dec. 15, 2015), issued by the International Auditing and Assurance Standards Board.

• ISO 14064-3:2006: Greenhouse gases - Part 3: Specification with guidance for the validation and verification of greenhouse gas assertions

• WGC’s Conflict Free Gold Standard – Guidance for Assurance Providers

Limitations and Exclusions:

Excluded from the scope of our work is information relating to:

• Activities outside the defined reporting period and scope; • Statements of commitment to, or intention to undertake future actions by Barrick; • Statements of position, opinion, belief and/or aspiration by Barrick; • Financial data audited by an external third party.

Our Findings

On the basis of our methodology and the activities described above, we provide reasonable assurance that:

• The 2017 Sustainability Report (Report) provides clear and straightforward presentations of Barrick’s material issues and their underlying management systems and controls.

31BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

• The information and data in the Report and the associated 2017 Sustainability Report Summary is accurate, reliable and free from material misstatements. Information in both the Report and Summary are clearly presented and understandable.

• Material issues have been appropriately identified through a comprehensive risk assessment process that was fully described to Bureau Veritas and is described in the Report.

• The Report provides a fair representation of Barrick’s sustainability performance over the reporting period and provides readers with a balanced perspective of its material issues and operations.

• The Report advances Barrick’s ongoing public communication about its operations, environmental and social impacts, and related programs to manage these impacts.

• Barrick has appropriate systems in place for the collection, aggregation and analysis of relevant information and has implemented adequate internal data quality and assurance practices.

• The corporate senior leadership team and country and site leadership teams continue to support a company-wide commitment to responsible mining practices at operations and projects.

ICMM Sustainable Development Framework

Barrick maintained its alignment with the ICMM Sustainable Development Framework, including ICMM’s 10 Sustainable Development Principles and the applicable mandatory requirements of the eight Position Statements.

Voluntary Principles on Security and Human Rights

Barrick maintained its commitment to the implementation of the Voluntary Principles on Security and Human Rights. The high-risk site in our sample, Pueblo Viejo, has instituted appropriate systems and procedures to ensure adherence to the principles.

WGC Conflict-Free Gold Standard

Barrick has prepared and presented a Conflict-Free Gold Report for 2017 in accordance with the requirements of the Conflict-Free Gold Standard. We conclude that Barrick does not produce gold from conflict-affected or high risk areas as defined by the Standard.

GRI Standard Sustainability Reporting Guidelines

The 2017 Sustainability Report has been prepared in accordance with GRI Standards, including appropriate consideration of the Reporting Principles, profile disclosures, management approach disclosures and performance indicators to meet the requirements of GRI Standards: Core Option.

CDP

Barrick’s greenhouse gas assertion for its 2017 company-wide emissions inventory was verified to becorrect and complete within the bounds of materiality. A separate greenhouse gas verification statement was issued for CDP.

32 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

• The information and data in the Report and the associated 2017 Sustainability Report Summary is accurate, reliable and free from material misstatements. Information in both the Report and Summary are clearly presented and understandable.

• Material issues have been appropriately identified through a comprehensive risk assessment process that was fully described to Bureau Veritas and is described in the Report.

• The Report provides a fair representation of Barrick’s sustainability performance over the reporting period and provides readers with a balanced perspective of its material issues and operations.

• The Report advances Barrick’s ongoing public communication about its operations, environmental and social impacts, and related programs to manage these impacts.

• Barrick has appropriate systems in place for the collection, aggregation and analysis of relevant information and has implemented adequate internal data quality and assurance practices.

• The corporate senior leadership team and country and site leadership teams continue to support a company-wide commitment to responsible mining practices at operations and projects.

ICMM Sustainable Development Framework

Barrick maintained its alignment with the ICMM Sustainable Development Framework, including ICMM’s 10 Sustainable Development Principles and the applicable mandatory requirements of the eight Position Statements.

Voluntary Principles on Security and Human Rights

Barrick maintained its commitment to the implementation of the Voluntary Principles on Security and Human Rights. The high-risk site in our sample, Pueblo Viejo, has instituted appropriate systems and procedures to ensure adherence to the principles.

WGC Conflict-Free Gold Standard

Barrick has prepared and presented a Conflict-Free Gold Report for 2017 in accordance with the requirements of the Conflict-Free Gold Standard. We conclude that Barrick does not produce gold from conflict-affected or high risk areas as defined by the Standard.

GRI Standard Sustainability Reporting Guidelines

The 2017 Sustainability Report has been prepared in accordance with GRI Standards, including appropriate consideration of the Reporting Principles, profile disclosures, management approach disclosures and performance indicators to meet the requirements of GRI Standards: Core Option.

CDP

Barrick’s greenhouse gas assertion for its 2017 company-wide emissions inventory was verified to becorrect and complete within the bounds of materiality. A separate greenhouse gas verification statement was issued for CDP.

33BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

• With the increase in joint ventures not directly operated by Barrick, full consideration and advance planning should be given to how Barrick can affect policies at joint ventures relating to sustainable development, safety and health, environment and human rights.

Statement by Bureau Veritas of independence, impartiality and competence

The Bureau Veritas Group is an independent professional services company that specializes in Quality, Health, Safety, Social and Environmental management with over 185 years’ history in providing independent assurance services.

No member of the verification team has a business relationship with Barrick, its Directors or Managers beyond that required of this assignment. Our assurance team is not involved in any other Barrick projects outside those of the independent assurance scope of work. We conducted this assurance independentlyand to our knowledge there has been no conflict of interest.

The Bureau Veritas Group has implemented a Code of Ethics across the business to maintain high ethical standards among staff in their day-to-day business activities.

The assurance team has extensive experience in conducting assurance over environmental, social, security, safety, health and ethical information, systems and processes, has over 20 years combined experience in this field and an excellent understanding of The Bureau Veritas Group standard methodology for the Assurance of Sustainability Reports and associated data.

Bureau Veritas North America, Inc.Santa Ana, California, USAMay 2018

34 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI ECONOMIC

PERFORMANCE201

201 Management Approach1 Social and Economic Development

ICMM UNGC

1 6 10

Barrick has an opportunity to contribute significantly to social

and economic development in the communities and countries

where we operate.

Communities and host governments rightly expect to share

in the benefits of mining. When we live up to their expecta-

tions, we are partners with host governments and communi-

ties in their own development, contributing to a more stable

and prosperous society and a more secure license to operate.

We share the benefits of mining in a number of ways, in-

cluding buying and hiring locally2, investing in education and

health, helping diversify livelihoods, and paying our fair share

of taxes.

Barrick has established company-wide systems, standards and

targets to help us live up to the expectations of our commu-

nity and government partners.

• Barrick has a Local Procurement and Contracting

Standard, which requires our Community Relations and

Supply Chain teams to develop the capacity of local and

regional suppliers and help them improve their access to

mine contracts and supplier opportunities.

• Barrick requires site Community Relations and Human

Resources teams to develop Local Employment Plans,

which help create more opportunities for local people to

work at our mines.

• Our Local Content Framework helps sites use more

local labor and buy more local goods and services. The

framework is a guide, outlining the steps to develop

local employment and local procurement programs and

referencing best international practice. It helps sites

be better partners in community and socio-economic

development, which ultimately helps build a more secure

license to operate.

• The significant taxes and royalties derived from min-

ing operations are important sources of government

revenue, used for infrastructure projects, health care,

education, and other important public services. Our

Tax Management Policy sets out global standards and

provides guidance on tax risk management. Everywhere

we operate, we pay our fair share of taxes and royalties

to all levels of government.

By doing this, we add value and create prosperity for our

people, our government and community partners, and our

shareholders.

1 Barrick’s management approach to economic performance and market presence are detailed together in Barrick’s online 2017 Sustainability Report.

2 Local is defined in consultation with external stakeholders. In general, it includes nearby communities most impacted by mine activities or ancil-lary properties (such as power lines).

35BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

201-1 Direct economic value generated and distributed

ESG Data Tables ICMM UNGC

1 6 10

ECONOMIC CONTRIBUTIONS – 2017

BARRICK

TOTAL ARGENTINA CANADA CHILEDOMINICAN

REPUBLIC PERUUNITED STATES ZAMBIA

BARRICK-OPERATED

$ 5,678,710,000 $ 100,460,000 $ 598,160,000 $ 190,600,000 $ 834,770,000 $ 541,230,000 $ 2,797,670,000 $ 615,820,000

TAXES AND ROYALTIES

$ 1,118,500,000 $ 33,490,000 $ 8,860,000 -$ 4,570,000 $ 180,730,000 $ 121,750,000 $ 688,700,000 $ 89,540,000

OTHER PAYMENTS

$ 77,370,000 $ 8,250,000 $ 9,780,000 $ 0 $ 1,420,000 $ 920,000 $ 54,400,000 $ 2,600,000

COMMUNITY INVESTMENTS

$ 23,410,000 $ 520,000 $ 2,320,000 $ 550,000 $ 2,690,000 $ 6,220,000 $ 9,640,000 $ 1,470,000

PAYMENTS TO EMPLOYEES

$ 1,160,570,000 $ 12,550,000 $ 208,090,000 $ 37,800,000 $ 98,290,000 $ 85,150,000 $ 631,650,000 $ 87,040,000

PURCHASES OF GOODS AND SERVICES

$ 3,298,860,000 $ 45,650,000 $ 369,110,000 $ 156,820,000 $ 551,640,000 $ 327,190,000 $ 1,413,280,000 $ 435,170,000

INTERNATIONAL PURCHASES

$ 530,150,000 $ 3,490,000 $ 89,700,000 $ 3,330,000 $ 248,540,000 $ 17,430,000 $ 61,600,000 $ 106,060,000

LOCAL PURCHASES

$ 351,300,000 $ 680,000 $ 31,280,000 $ 2,220,000 $ 23,360,000 $ 17,120,000 $ 272,120,000 $ 4,520,000

NATIONAL PURCHASES

$ 2,135,280,000 $ 12,240,000 $ 40,630,000 $ 141,210,000 $ 279,740,000 $ 269,830,000 $ 1,079,560,000 $ 312,070,000

REGIONAL PURCHASES

$ 282,130,000 $ 29,240,000 $ 207,500,000 $ 10,060,000 $ 22,810,000 $ 12,520,000

201-3 Coverage of the organization’s defined benefit plan obligations

Annual Report p. 119 ICMM UNGC

We have qualified defined benefit pension plans that cover certain former United States and Canadian employees and provide

benefits based on employees’ years of service. Our policy is to fund the amounts necessary on an actuarial basis to provide

enough assets to meet the benefits payable to plan members. Independent trustees administer assets of the plans, which are

invested mainly in fixed-income and equity securities.

As well as the qualified plans, we have non-qualified defined benefit pension plans covering certain employees and former

directors of Barrick. No funding is done on these plans and contributions for future years are required to be equal to benefit

payments.

Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are charged or credited to

equity in OCI in the period in which they arise.

Our valuations are carried out using the projected unit credit method. We record the difference between the fair value of the

plan assets and the present value of the plan obligations as an asset or liability on the consolidated balance sheets.

201-4 Financial assistance received from government

ICMM UNGC

Barrick did not receive financial assistance from governments in 2017.

36 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI MARKET

PRESENCE 202

202 Management Approach3 Social and Economic Development

ICMM UNGC

1 6 10

A diverse workforce encourages creativity and innovation.

We draw our workforce from many countries around the

world, and our global workforce is extremely diverse in terms

of national and ethnic backgrounds. However, we are also

committed to the localization of our workforce, and many of

our sites have explicit targets for local employment. To achieve

these aims, Barrick requires sites to develop plans to guide lo-

cal employment efforts over the life of the mine and in 2017,

approximately 60% of our workforce was from the local areas

near our operations. In addition, approximately 97% of our

people are nationals of the countries where we operate.

Our Human Resources teams develop and lead these local

employment plans, supported by the Community Relations

group. In general, these plans integrate recruitment and

retention of local people into the broader human resources

approach. This includes an assessment of the skills and capa-

bilities available in the local community, the development of

recruitment and retention programs targeted specifically at lo-

cal communities, guidance on helping address skills shortages,

and the creation of a culturally appropriate work environment.

In addition to the Local Procurement and Contracting

Standard, we have also developed a Local Content Framework

to further support the efforts of our Supply Chain and Human

Resources teams. The Framework details the steps that sites

can take to develop effective local employment and local pro-

curement programs, which reflects international best practice.

202-2 Proportion of senior management hired from the local community at significant locations of operation

Social and Economic Development

ICMM UNGC

6

SENIOR SITE MANAGEMENT FROM THE LOCAL COMMUNITY – 2017ii, iii

BARRICK TOTAL 39%

CANADA 80%

DOMINICAN REPUBLIC 0%

PERU 0%

UNITED STATES 90%

ZAMBIA 0%

MM Proportion of total workforce from the local community

Social and Economic Development

ICMM UNGC

6

PEOPLE FROM THE LOCAL COMMUNITYiii (2017)

BARRICK TOTAL 60%

ARGENTINA 5%

CHILE 7%

CANADA 86%

DOMINICAN REPUBLIC 34%

PERU 16%

UNITED STATES 96%

ZAMBIA 48%

3 Barrick’s management approach to economic performance and market presence are detailed together in Barrick’s online 2017 Sustainability Report.

37BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI INDIRECT

ECONOMIC IMPACTS4 203

203-1 Infrastructure investments and services supported

Social and Economic Development

ICMM UNGC

9

TYPE OF COMMUNITY INVESTMENTS – 2017

BARRICK TOTAL $ 23,410,000

ARTS, CULTURE & SPORTS $ 2,160,000

COMMUNITY ENGAGEMENT $ 3,180,000

ECONOMIC DEVELOPMENT $ 3,080,000

EDUCATION $ 6,330,000

ENVIRONMENT $ 2,090,000

HEALTH $ 1,420,000

IN-KIND DONATIONS $ 0

OTHER ACTIVITIES $ 2,330,000

INFRASTRUCTURE $ 2,820,000

203-2 Significant indirect economic impacts Social and Economic Development

ICMM UNGC

9

Indirect economic impacts are the result of the interactions we have with stakeholders and are an important part of our overall

economic contribution. While difficult to precisely quantify, these include the impacts of our people, contractors, and the

employees of supplier industries spending their payments, wages, and salaries. They also reflect economic impacts associated

with improvements in community health and livelihoods (e.g., access to clean water, medical support and education facilities).

A recent study by the World Gold Council found that a median multiplier of 1 could be factored into mining’s indirect contri-

bution to a country’s gross value added (GVA).5 For example, in 2013, mining contributed about US$171.6 billion GVA globally

– US$83.1 billion directly and US$88.6 billion indirectly. The same study identified that a median employment multiplier of 2.7

could be attributed to indirect job creation. In other countries, for example in Argentina, this employment multiplier can be as

high as three (according to recent research by KPMG). This means that every job we create at one of our Argentinian mines,

for example, could contribute to an additional three jobs in Argentina.

4 Barrick does not have a separate management approach for indirect economic impacts. Our approach to economic contributions to the coun-tries where we operate more broadly is described in GRI Indicators 201, 202 and 204.

5 Gross value added (GVA) is a term that refers to the value added to the goods and services produced in an area.

38 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI PROCUREMENT

PRACTICES 204

204 Management Approach Supply Chain ICMM UNGC

1

We believe that responsible economic development can and

should improve the lives of stakeholders in the regions where

we operate. When done responsibly, economic development

is a contributor to a broad spectrum of positive impacts.

Through local procurement, for example, the presence of our

operations can directly help host communities and individuals

enjoy the rights to work, to food and property, and to an ad-

equate standard of living. We developed a Local Procurement

Standard in 2013. The Standard was implemented in 2014

under the direction of the Community Relations group.

To support these efforts, Barrick has also put in place a local

content framework. The development of the framework was

a collaboration with all groups impacted by local content

policies, including Supply Chain leads, Community Relations,

Human Resource leads, mine General Managers, country

Executive Directors, Construction Managers and Project

Directors. This framework outlines the steps needed to

develop local employment and local procurement programs,

referencing best international practice and embedding les-

sons learned from other Barrick sites. An important emphasis

is on engaging with internal end users on the mine site and

making sure local content programs align with their needs

and concerns.

For more information on our activities regarding local procure-

ment practices, see Social and Economic Development.

Along with buying locally whenever possible, Barrick often

works with regional government economic development

committees, where they exist, to help our suppliers diversify

so that the eventual closure of a mine will not impose undue

hardships on local businesses. See Mine Closure for more

information.

204-1 Proportion of spending on local suppliers Social and Economic Development

ICMM UNGC

2 9 10

ECONOMIC CONTRIBUTIONS – 2017

BARRICK ARGENTINA CANADA CHILEDOMINICAN

REPUBLIC PERUUNITED STATES ZAMBIA

TOTAL PURCHASES

$ 3,298,860,000 $ 45,650,000 $ 369,110,000 $ 156,820,000 $ 551,640,000 $ 327,190,000 $ 1,413,280,000 $ 435,170,000

INTER-NATIONAL PURCHASES

16% $ 530,150,000 8% $ 3,490,000 24% $ 89,700,000 2% $ 3,330,000 45% $ 248,540,000 5% $ 17,430,000 4% $ 61,600,000 24% $ 106,060,000

LOCAL PURCHASESiii

11% $ 351,300,000 1% $ 680,000 8% $ 31,280,000 1% $ 2,220,000 4% $ 23,360,000 5% $ 17,120,000 19% $ 272,120,000 1% $ 4,520,000

REGIONAL PURCHASES

9% $ 282,130,000 64% $ 29,240,000 56% $ 207,500,000 6% $ 10,060,000 0% 7% $ 22,810,000 3% $ 12,520,000

NATIONAL PURCHASES

65% $ 2,135,280,000 27% $ 12,240,000 11% $ 40,630,000 90% $ 141,210,000 51% $ 279,740,000 82% $ 269,830,000 76% $ 1,079,560,000 72% $ 312,070,000

39BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

ANTI-CORRUPTION205

205 Management Approach Ethical Business Conduct

ICMM UNGC

1 10

At Barrick, we insist that all of our interactions are conducted

in an ethical, honest and accountable manner and in accor-

dance with all applicable laws and regulations.

Not only is corruption contrary to our values of integrity and

responsibility, it also erodes the social fabric of the commu-

nities where we operate. With thousands of Barrick people,

suppliers, and contractors, working in highly diverse coun-

tries, the possibility of our exposure to potential incidents of

bribery and corruption is real.

We have a Code of Business Conduct and Ethics, that

identifies our obligations, as a company and as individuals, di-

rectors, officers, contractors, or third-party vendors to comply

with all applicable laws and to avoid and report bribery and

corruption wherever we work. It sets forth core principles that

govern our work, and identifies the many resources available

to help our people and contractors understand how these

principles relate to their jobs.

To communicate our high expectations of ethical behavior

as clearly as possible, Barrick provides mandatory training on

the Code to all new people working for Barrick. In addition,

all people in administrative offices, and supervisors or above

at mine or project sites, are required to undertake annual

refresher training on the Code. In total, over 5,800 people at

Barrick received focused anti-corruption training in 2017.

Barrick expects all of its officers and people to take all re-

sponsible steps to prevent a violation of this Code, to identify

and raise potential issues before they lead to problems, and

to seek additional guidance when necessary. In the past year,

our people raised concerns about potential violations of the

Code either through local channels or through our formal

reporting channels, including the confidential hotline.

ANTI-CORRUPTION COMPLIANCE PROGRAM

Barrick has a global Anti-Corruption Policy and Anti-

Corruption Compliance Program that helps our efforts in

seeking to adhere to Canada’s Corruption of Foreign Public

Officials Act, the U.S. Foreign Corrupt Practices Act, and

applicable anti-bribery and anti-corruption laws in other

countries where we operate.

The program seeks consistency with the stated expectations

of U.S. and Canadian regulatory authorities, and is overseen

by the Audit Committee of the Board of Directors.

As part of the program, Barrick has developed detailed proce-

dures for government agreements, government support, and

other transactions, including political donations, charitable

contributions, government-related direct and in-kind support,

per diems, meals, gifts, entertainment, and travel. Charitable

contributions are also subject to enhanced processes. We

have also introduced guidance materials in key areas (includ-

ing risk assessments, invoice red flags, onboarding and mon-

itoring intermediaries, asset acquisitions and joint ventures,

and government-related support).

We conduct risk assessments as well as systems and pro-

cess testing of all (100%) of Barrick sites for risks related to

corruption. This includes periodic in-depth site-level assess-

ments for medium- and high-risk sites. In 2017, the Company

completed desktop anti-corruption self-assessments in Chile,

the Dominican Republic, and Peru, as well as live site-level

assessments in Argentina and Zambia. The Porgera Joint

Venture also conducted its own independent self-assessment.

These and other assessments identified areas where com-

munication between functional units and compliance can be

strengthened.

We also conduct due-diligence when entering into joint ven-

tures or undertaking acquisitions.

As part of our program, the Company sets internal Key

Performance Indicators related to anti-corruption. In 2017,

these included:

• Focused training and education activities: Of relevant

people, identified on a risk-tiered basis, 98% received

live anti-corruption training. The Audit Committee of the

Board also received updated anti-corruption training. In

total, more than 2,200 people received live anti-corrup-

tion training and an additional 3,650 people received

online training.

40 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

• Due diligence of Barrick people and relevant ven-

dors: By the end of 2017, over 99% of mining opera-

tions third-party vendors (more than 10,600 vendors)

had been onboarded as per the Vendor Onboarding

Standard, which included at least baseline anti-corrup-

tion due diligence.

• Scrutiny of government intermediaries and agents:

over 99% of new intermediaries and government-affili-

ated vendors received enhanced due diligence in 2017.

Out of 178 government affiliated vendors, only one had

not yet received due diligence by the end of 2017.

• Frequent communications from Company leaders:

More than 30 ethics messages from senior corporate

and site leaders were delivered to our people in 2017. In

“effectiveness” testing through Sarbanes-Oxley scores,

99% percent of people confirmed basic knowledge of

our anti-corruption policy.

Barrick expects its people to identify and raise concerns about

unethical business conduct, including potential bribery or cor-

ruption issues. When corruption concerns are raised, indepen-

dent investigations are conducted. In support of this, we have

established a clear and confidential reporting framework that:

• Allows for concerns to be raised properly;

• Includes internal procedures surrounding investigations

of potential Code violations and reporting to appropriate

levels of management and the Audit Committee of the

Board as appropriate; and

• Includes a strong anti-retaliation statement for those

who do raise concerns in a timely and good faith man-

ner.

Under our procedures, we may voluntarily report information

regarding corruption or fraud concerns and the results of an

investigation we carry out to law enforcement, regulatory

authorities or others, and cooperate with investigations that

public authorities may undertake. We also will undertake ap-

propriate disciplinary action up to and including termination

of our people and third parties involved in unethical business

conduct.

205-1 Operations assessed for risks related to corruption

Ethical Business Conduct

ICMM UNGC

1 10

Each year, Barrick conducts a global risk assessment of all (100%) of Barrick sites for risks related to corruption; we then con-

duct periodic in-depth site-level assessments for medium- and high-risk sites. In 2016, the Company completed anti-corruption

self-assessments at Lumwana and Veladero. These and other assessments identified areas where communication between

functional units and compliance can be strengthened.

41BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

MATERIALS301

301 Management Approach Materials ICMM UNGC

1 8

Our sites use a wide range of materials – including explosives,

processing reagents, and fuels – in their day-to-day operations.

If not properly managed, these materials can pose a risk to

the environment and the health of our our people and local

communities.

We work to manage chemicals and materials at our opera-

tions in a safe and responsible manner. We are guided in our

approach by the Standards included in our Environmental

Management System and Safety and Health Management

System. As part of the management systems, we regularly as-

sess and rank risks, including those posed by the use of hazard-

ous materials, and then institute controls to manage those risks.

The use of sodium cyanide, explosives, other chemicals or

reagents, and fuels at our mining operations is monitored

based on national regulations and global best practices,

including the International Cyanide Management Code.

As of 2017, all Barrick-mine sites that use sodium cyanide are

Cyanide Code certified.

CYANIDE

Cyanide and an oxidant (such as oxygen) in solution are

generally required to dissolve gold from ore. After 100 years

of use and research, cyanide remains the predominant means

by which gold is extracted from ore. Cyanide is a hazardous

substance that can be harmful to people and animals above

certain levels.

Sodium cyanide is used at six of our owned or operated

gold mining operations.6 At each of our operations, we have

rigorous procedures in place for the safe transport, storage,

handling, and disposal of cyanide.

The Cyanide Code, developed by the International Cyanide

Management Institute (ICMI), of which Barrick is a mem-

ber, provides best practices for transporting, storing, using,

and disposing of cyanide. Developed under the auspices of

the United Nations Environment Program (UNEP), the Cyanide

Code is the product of multi-stakeholder input and is sup-

ported by environmental advocacy groups around the world.

The ICMI monitors adherence to the Cyanide Code through

independent third-party audits. Sites are required to re-certify

compliance with the Cyanide Code every three years. Audit

documents and other information on Barrick’s compliance

with the Cyanide Code is available on ICMI’s website.

CONSUMABLE MATERIALS

We use consumables and reagents in the extraction of gold and

copper from the ores we mine. Key consumables include fuels,

explosives, sodium cyanide, nitric and sulfuric acids, sodium

hydroxide, and lime. The vast majority of our key process chem-

icals are consumed in our mining and processing applications;

therefore, we buy them new and are not able to recycle them.

Our Environmental Management System and environmental,

health, and safety regulations require that we have controls in

place to manage these materials responsibly throughout the

mining process and from “cradle to grave,” which includes

transportation, storage, and usage, and final disposal if needed.

EXPLOSIVES

In any construction or mining activity, explosives are used to

break rock. Safety procedures and controls are in place at our

operations related to storage, transportation, handling, and

use of explosive materials such as ammonium nitrate fuel oil

(ANFO) and emulsions.

ELECTRICITY

Barrick’s operations consume and/or generate energy in the

form of electricity. Most of our electricity is purchased from util-

ities or other generators, or from regional and national grids.

Some mines, such as the Pueblo Viejo mine in the Dominican

Republic, generate their own electricity and one facility, the

Western 102 Power Plant in Nevada, generates additional elec-

tricity to supplement the power available on the grid. We are

engaged in ongoing programs to optimize energy efficiency

and are committed to increasing our use of renewable energy,

such as solar and wind energy generation, where practical.

6 The remaining two operations do not use cyanide: one does not process ore and the other is a copper mine. Of the joint-venture (JV) operations in which Barrick has a significant stake but does not operate, Porgera, Veladero, and KCGM are Cyanide Code certified; the Jabal Sayid and Zaldivar JVs are copper mines and do not use cyanide.

42 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

FUELS

We use a variety of different fuels at our operations around

the world, including diesel, gasoline, propane, natural gas,

and fuel oil. We have measures in place to prevent fuel spills

and to contain spills in the event one occurs, in order to

protect people and the environment. These measures include

designing and constructing appropriate storage and piping,

the use of multiple levels of spill containment, appropriate

training of our people and contractors, and routine inspection

and monitoring of storage facilities. Preventive maintenance

programs for vehicle fleets and stationary power equipment

also reduces the risk of spills. As a result, spills and leaks are

detected quickly, the fuels are most often captured within

containment, and long-term environmental impacts are pre-

vented or mitigated.

TRANSPORTATION, RECYCLING, AND REUSE

Materials are transported to and from our mines typically by

contractors. Our Supplier Code of Ethics requires suppliers

to mitigate the risk for environmental and safety and health

impacts. Transporters must have emergency procedures in

place to anticipate, assess, and respond to emergency situ-

ations in order to minimize any environmental impacts and

protect people.

The Company’s focus on materials conservation has led to

the establishment of recycling and reuse programs at our

operations. A variety of materials are recycled, depending

on the recycling facilities available near each location, and

can include scrap metals, used oil, batteries, tires, antifreeze,

wooden pallets, drums, paper products, plastic, and glass.

Re-use programs, such as tire re-treading and burning used

oil for energy, are in place at several operations. Our business

is resource extraction and does not involve manufacturing.

Therefore, we do not have the opportunity to use materials

that are wastes from external sources to create our products.

301-1 Materials used by weight or volume ESG Data Tables ICMM UNGC

6 8

MATERIALS USED (METRIC TONNES) – 2017

CYANIDE 14,340

CALCIUM HYDROXIDE (LIME) 592,330

43BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

ENERGY302

302 Management Approach7 Climate Change ICMM UNGC

1 8 9

We understand the important link between energy use and climate change. By effectively managing our energy use, we are

able to reduce our greenhouse gas (GHG) emissions, achieve more efficient production, reduce our draw from local energy

grids, and save a significant proportion of our direct mining costs. Managing our energy use is therefore a business imperative.

Conservation, energy efficiency and alternative energy sources form our core energy strategies. Barrick’s Energy Management

Policy establishes requirements for the effective administration and control of all energy sources (fuel, power, explosives) used

by the Company. Throughout the mining process, our approach to managing energy use and climate change is informed by our

Environmental Management System and associated Standards

302-1 Energy consumption within the organization

Climate Change ICMM UNGC

6 9 8 9

ENERGY CONSUMPTION WITHIN THE ORGANIZATION GJ MWH

A) NON-RENEWABLE FUEL 30,686,443 8,524,019

B) RENEWABLE FUEL 263,095 1,236,846

C) ELECTRICITY CONSUMPTION 1,1802,527 3,278,482

D) ELECTRICITY SOLD – –

E) TOTAL ENERGY CONSUMPTION 42,752,066 13,039,347

302-3 Energy Intensity Energy Use & Climate Change

ICMM UNGC

6 9 8 9

In 2017, Barrick consumed 5.7 GJ of energy (fuel and electricity consumed within the organization) for every ounce of gold

produced.

7 Barrick’s online 2017 Sustainability Report reports on the Company’s approach to energy use and climate change as one issue. We have dupli-cated the relevant content in for inclusion in the energy and emissions sections of this index.

44 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI

WATER303

303 Management Approach Water Management ICMM UNGC

1 8 9

We strive to use only what we need and to reduce our impact

on other water users in the countries and communities with

whom we partner.

Water is a shared, vital, and often scarce resource. As mining

is a water-intensive industry, our activities, if not proper-

ly managed, have the potential to negatively impact the

quality and availability of water for other users. Reducing our

impacts on water resources is not only the responsible and

ethical thing to do, but it also makes good business sense.

If we do not live up to our commitment to manage water

responsibly, we know that it weakens our partnerships with

governments and communities. That is why we must main-

tain strong water-management capabilities and risk-manage-

ment practices everywhere we operate.

Our water use, through all stages of the mining life cycle,

is guided by Barrick’s Water Management Framework. The

Framework is designed to facilitate site-based water steward-

ship that brings value to the Company while protecting our

people, our partners, and the environment.

Barrick’s Water Management Framework was introduced

in early 2017 and will guide our water management strat-

egy going forward. It is aligned with the ICMM Position

Statement on Water Stewardship and is based on three

pillars:

• Assess: We first assess our water-related risks and water

conservation opportunities through rigorous analysis.

Water stewardship will be integrated into life-of-mine

planning in a systematic way, factoring in considerations

like the long-term water balance and cumulative im-

pacts. We try to proactively identify water risks across the

mine life cycle and we put in place the right talent, the

right plans and the right resources to effectively manage

and mitigate these risks at all of our sites.

• Assure: We responsibly manage water resources by

updating our standards, guidelines, assurance reviews

and audits to mitigate our risks and continuously

improve our performance. Though every site has distinct

characteristics and circumstances, these procedures

provide consistency to our assessment and assurance

processes. At its core, this follows a simple structure and

each site must address a number of key considerations:

what are your risks, what is your mitigation plan, what

are your resources, how much will it cost to implement

your plan, when will it be implemented, and what are

the key milestones?

• Collaboration: We engage continuously across our

business to provide to all water-accountable people

at Barrick the tools to share information, collaborate,

innovate and build institutional knowledge. We will also

engage continuously with other water users in our host

countries and communities, and beyond, seeking their

input and feedback on our plans and sharing informa-

tion about how we use and manage water.

As part of Barrick’s digital transformation, the Company

is working to implement technology to automate water

monitoring and decision making, increase the efficiency and

effectiveness of our systems and improve transparency with

our stakeholders. For example, since mid-2017, Barrick has

been integrating digital weather forecasts into our site water

models at our South American sites to help predict weath-

er-related water risks in real time.

In 2017, we regret to report that we had several environmen-

tal incidents related to water (described here).

PRIORITIES IN 2018

• Zero severe water-related environmental incidents.

• Expand our digital water-monitoring program from

Pascua and Veladero to other sites.

• Automate our reporting to allow for continuous and

consistent updates on water-related risks.

• Develop a training framework for Barrick’s water-related

functions.

45BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

WATER QUALITY

In order to safeguard and protect basin water resources, we

must understand and report our water performance. All of

our mines have established water-monitoring networks to

monitor the quantity and quality of the basin water resources.

At some of our operations, water used for processing or en-

countered in mining is thoroughly treated and put back into

the environment. This is done according to strict standards,

and we continuously monitor the quality and quantity of any

discharged water. Permit limits or legal standards govern the

concentrations of certain constituents that can be discharged

in the water. We also monitor the performance of our site

water management systems, detect and act on any devia-

tions, and pursue improvement opportunities.

If water quality parameters were to exceed permissible limits,

we would report it to the relevant government agencies as

required by our permit or relevant regulations. Our manage-

ment leadership teams and environmental specialists share

monitoring data routinely with the appropriate local author-

ities at all our operations. We also invite and welcome local

authorities and stakeholders to regularly inspect our mine and

water-management facilities.

Barrick has developed water-monitoring programs with

communities located near our operations in Peru, Argentina,

Zambia, Canada and the Dominican Republic.

WATER CONSERVATION

Barrick operates in a number of arid and semi-arid regions

where we preferentially use lower quality brackish or saline

water to meet our water needs. Using saline water also

reduces costs and maximizes the availability of fresh water for

other community users.

We utilize the “fit for use” principle to conserve fresh water

by prioritizing the use of water with poor quality wherever

possible instead of fresh water, and by recycling and reus-

ing as much water as we can. An example of this is when a

water outflow from one activity is used for another – such as

wash-bay water being used for dust suppression following

necessary treatment or gold-laden processing water being

stripped of the gold and is then re-circulated back through

the processing system. Barrick has made significant advances

in metallurgical technologies for the gold and copper con-

centration process to reduce freshwater demand and reduce

costs associated with water. We understand that fresh water

is a valuable resource and only consume it when necessary

for demands such as reagent mixing and domestic water

supply. The majority of our water demand is met by brackish

or recycled sources.

Barrick also engages and collaborates with other water users,

such as agricultural producers, to pursue sustainable man-

agement of water resources. In communities that lack clean

water, we have programs in place to help maintain fresh

water supplies.

WATER RISK

Barrick employs a variety of tools to assess water-related risks.

• The Company applies the World Business Council for

Sustainable Development’s Global Water Tool to

identify high and medium risk sites at country level;

• We plot our operations on the Global Monthly Water

Scarcity map which is linked to the Water Footprint

Network to assess stress at watershed level;

• We evaluate social water risk using the

WWF Water Risk Filter; and

• We assess biodiversity water risk with IBAT4

(Integrated Biodiversity Assessment Tool) database.

In addition, Barrick’s Water Conservation Standard requires

projects, operations, and closure sites to:

1. Develop and implement a water management plan,

identify key water risks and opportunities, and support

water planning;

2. Establish minimum criteria for monitoring, analysis and

reporting of water data;

3. Establish a consistent approach for maintaining a sus-

tainable site water balance; and

4. Establish a consistent approach to conduct water man-

agement risk assessments annually, and to analyze com-

munity relations, and social and biodiversity information.

We also monitor regional or local drought conditions if

applicable. For example, Barrick closely follows the National

Integrated Drought Information System for Nevada, USA,

as part of site level water risk analysis. We also look for any

potential linkage to mine water usage.

46 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

Barrick’s Community Relations Standard requires all high-risk

sites to complete a Social Risk Assessment based on Barrick’s

Formal Risk Assessment Process. Sites with high social risks

related to water are able to assess inherent risks, review

the effectiveness of current controls and develop additional

controls, if necessary. The Social Risk Assessment informs the

Community Relations annual work plan which is documented

in a Site Social Management Plan. Outcomes from the Social

Risk Assessment are reported to site and corporate senior

management quarterly. High risks are also reported to the

Board of Directors through the Community Relations and

Corporate Social Responsibility Board Reports.

We also recognize that a wide range of supplies, from heavy

equipment and tires to explosives and chemical agents, are

needed for our operations. The production of these involves

complex processes, various industries and multi-level supply

chains, all of which have requirements for good quality fresh-

water on which we are indirectly reliant. Recognizing this

dependency, as part of our risk assessment process, we also

assess our supply chain for water-related risks.

TRANSPARENCY

Transparency is the currency of trust, and integral to how we

manage water. Our environmental specialists share monitor-

ing data with appropriate regulators, and the mine’s water

treatment facilities are inspected regularly by local authorities.

In 2016, Barrick introduced public, online live water

monitoring at the Pascua-Lama project as part of our

efforts to strengthen community trust at the site. Barrick also

actively engages with local communities at six of our sites on

water-related matters through community participatory wa-

ter-monitoring programs and other forms of communication.

In participatory monitoring, Barrick’s environment and com-

munity relations teams partner with local community mem-

bers to collaboratively monitor water quality. By gathering

data and viewing results side by side, these programs increase

transparency in our processes, underscore our confidence in

the measures and systems in place to maintain water quality,

and, ultimately, help build trust with our partners who share

this essential resource with us.

We also publish detailed Company-wide water data

online and are long-time participants in the CDP’s annual

Water Program. Barrick achieved a Leadership score of A- in

our 2017 CDP Water response.

As part of its water initiative, the ICMM is develop-

ing a consistent and simple, yet robust, water reporting

approach for the mining and metals industry based on the

Mineral Council of Australia’s Water Accounting

Framework. Barrick fully intends to report to this framework

once it is complete.

303-1 Water withdrawal by source Water Management ICMM UNGC

6 9 8 9

WATER WITHDRAWAL1 (ML3) – 2017

FRESH SURFACE WATER 21,685

BRACKISH/SALINE SURFACE WATER 0

FRESH GROUNDWATER 13,899

BRACKISH/SALINE GROUNDWATER 3,893

MUNICIPAL WATER 32

TOTAL 39,598

1 Barrick currently does not purposely harvest rainwater for its water supplies or track rainwater use. Barrick sites do not currently receive wastewater from other organizations.

303-2 Percentage and total volume of water recycled and reused

Water Management ICMM UNGC

6 9 8 9

Approximately 77% of the water Barrick used was recycled in 2017 – approximately 119.4 Mm3.

47BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

BIODIVERSITY304

304 Management Approach Biodiversity ICMM UNGC

1 8

Biodiversity forms the basis of many ecosystem services.

These include the provision of fresh water and of raw mate-

rials such as food and fuel, climate regulation, soil formation,

and recreational services, which keep people, and the natural

environment, alive and healthy.

We recognize that our mining activities can have an impact

on local biodiversity and the provision of these essential

services. We see biodiversity loss as both a regulatory risk and

a risk to our relationships with host communities. One of our

fundamental responsibilities is to remediate, as effectively as

possible, our impacts to the environment.

Throughout the mining process, we follow the guidance

provided by our internal Environmental Management System

and associated Standards, along with guidance provided by

the International Council on Mining and Metals (ICMM),

to determine how to manage our impacts on biodiversity. We

are committed to engaging with local communities, including

Indigenous Peoples, regarding these impacts.

We aspire to safeguard, manage, and eventually reclaim

lands, with a focus on protecting biodiversity.

To put this into practice, Barrick has in place a Biodiversity

Standard, which establishes minimum standards for the man-

agement of biodiversity.

The Biodiversity Standard and our management approach are

focused on ways to achieve beneficial outcomes for potentially

impacted key biodiversity features at new projects and major

expansions of existing properties.8 This includes combining the

elements of the Mitigation Hierarchy of avoidance, mitigation

and restoration programs with biodiversity offsets and/or other

conservation actions, so landscapes in the regions benefit over

time from our presence. Nonetheless, all of our mines are man-

aged with the goal of minimizing impacts on biodiversity.

PARTNERSHIPS

As part of our commitment to look for opportunities to

improve conservation at our sites and the landscapes in which

we operate at a global level, we continue to support, both

financially and through active participation, groups such as

the Cross-Sector Biodiversity Initiative, ICMM’s Biodiversity

Working Group and Proteus (the United Nations Environment

Programme’s World Conservation Monitoring Centre). Each

partnership and working group supports the continued

growth of good practice among industry leaders and exposes

us to the most current thoughts to consider as we work

towards our improvement goals.

MITIGATION HIERARCHY

Avoid: Avoid impacts on certain components of biodiversity.

Minimize: Reduce the duration, intensity and/or extent of

impacts that cannot be completely avoided.

Rehabilitate/restore: Rehabilitate degraded ecosystems or

restore cleared ecosystems following exposure to impacts that

cannot be completely avoided and or minimized.

Offset: Compensate for any residual significant, adverse im-

pacts that cannot be avoided, minimized, and/or rehabilitated

or restored.

LAND MANAGEMENT

Land disturbance is a consequence of mining. Our aim is to

minimize our footprint, mitigate disturbances and, once min-

ing is finished, leave behind land that will support productive

uses for future generations.

Careful planning during development and operations helps

to reduce the area affected by mining activities, as well as

the environmental effects of disturbance. Barrick has a Mine

Closure Standard that requires that we close our properties in

a manner that is timely and cost-effective and that restores an

ecosystem that can support productive post-mining land use.

Of the 1.2 million hectares of surface land owned, leased

or managed by Barrick, just over 25 thousand hectares (two

percent) has been disturbed over the years by our operations.

The rest has been left in its natural state or utilized for other

activities, including agriculture and livestock grazing. Over the

course of Barrick’s operations, over 6,000 hectares have been

8 A new project is defined as a project which has not entered pre-feasibility as of January 1st, 2016

48 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

reclaimed to the agreed post-mining land use. 116 hectares

of disturbed land were reclaimed in 2017.

We have implemented controls at our operations to safeguard

wildlife from mine processes and chemical exposure. These

controls include barriers such as fencing and netting, the use

of “bird balls” and other covers for ponds and tanks, and

cyanide destruction processes at operations that use cyanide.

In 2017, we regret that one major wildlife mortality event

took place. Approximately fifteen birds were found dead in a

processing pond at the Veladero mine (which is not operated

by Barrick) in November 2017. This event was reported to the

relevant authorities and the site will be upgrading the pond

by installing a mesh and various hazing techniques to deter

future bird landings.9 In addition, pond inspections will be

increased, particularly during the migratory season.

MM1 Amount of land disturbed or rehabilitated

Biodiversity ICMM UNGC

6 7 8

LAND BALANCE – 2017 HECTARES

TOTAL LAND DISTURBED AND NOT REHABILITATED AT THE BEGINNING OF THE YEAR 25,003

TOTAL AMOUNT OF LAND NEWLY DISTURBED (IN REPORTING PERIOD) 975

TOTAL AMOUNT OF LAND NEWLY REHABILITATED (IN REPORTING PERIOD) 116

TOTAL LAND DISTURBED AND NOT YET REHABILITATED AT END OF YEAR 25,863

MM2 Sites identified as requiring biodiversity management plans

Biodiversity ICMM UNGC

6 7 8

In 2017, four sites (three operating mines and one project) were considered to require biodiversity management plans due to their

proximity to protected areas and the detection of threatened species. Many of our sites integrate biodiversity management plans

into site environmental management plans. In addition, most Barrick sites, regardless of their proximity to protected areas, include

some level of protection and programs to monitor terrestrial and aquatic flora and fauna in their environmental management plans.

304-1 Operational sites owned, leased, man-aged in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

Biodiversity ICMM UNGC

6 7 8

Barrick acknowledges the tensions that exist around access

to, and competing uses of, land. We also recognize the im-

portance of biodiversity conservation, the need for properly

designated and managed systems of protected areas. As a

member of the International Council on Metals and Mining

(ICMM), we support the Mining and protected areas

position statement and have therefore committed to

neither explore nor initiate mining within World Heritage

Sites, and to respect the requirements of legally designated

protected areas.

Barrick has one property (Pierina) located near a World

Heritage Site, one project (Alturas) located within 15km of a

UNESCO Man and Biosphere Reserve, one project (Pascua-

Lama) within the multi-use area of a UNESCO Man and

Biosphere Reserve, and three operations (Hemlo, Turquoise

Ridge, and Lumwana) near International Union for

Conservation of Nature (IUCN) protected areas. In addition,

our Pueblo Viejo mine is located near a national park in the

Dominican Republic. Finally, the Veladero mine (which is not

operated by Barrick) is also located within the multi-use area

of a UNESCO Man and Biosphere Reserve.

In Peru, the 1,300-hectare Pierina mine (now in closure) is

located 10 kilometers southwest of the Huascaran National

Park and World Heritage Site. World Heritage Sites are

properties that have outstanding universal cultural or nat-

ural value as identified by the World Heritage Committee.

Members of the Committee are elected from countries that

are parties to the World Heritage Convention (established

by UNESCO).

9 A major wildlife mortality is an event in which five or more wildlife mortalities occur due to a single unwanted event or a single mortality occurs five or more times during a calendar year due to mine-related circumstances that are similar.

49BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

The Lama side of the Pascua-Lama project – as well as the

21,000- hectare Veladero mine – are located within the

multi-use area of the San Guillermo Man and Biosphere

Reserve (San Guillermo MAB) in Argentina. The San Guillermo

MAB, comprising 990,000 hectares, is a thriving ecological

micro-region, home to diverse migrating species such as

condors, vicuñas, guanacos, pumas, and flamingos. MABs

are places where UNESCO seeks to reconcile conservation

and cultural diversity with economic and social development

through partnerships between people and nature. The San

Guillermo MAB has a nucleus, buffer and multi-use area.

Mining is one of the many human uses permitted in the

multi-use area of the San Guillermo MAB. Barrick supports

the creation of a management plan for the San Guillermo

MAB, which is an important requirement to maintaining bio-

sphere reserve status according to the UNESCO principles.

Barrick has set up a fund to support monitoring and controls

within the San Guillermo MAB. The money is intended for

a number of projects and has so far been used to purchase

vehicles to support biological monitoring and water man-

agement programs, as well as for the construction of two

mountain shelters in the biosphere reserve area.

Our sites near IUCN protected areas include our operation

in Zambia, which is located within 10 kilometers of a Forest

Reserve (unclassified IUCN protected area), and PVDC in the

Dominican Republic, where one of our pipelines crossed

through a protected area declared in 2009 by the Dominican

government. The tailings storage facility of the Hemlo mine

in Ontario, Canada, is within 15 kilometers of White Lake

Provincial Park (IUCN Cat II), and Turquoise Ridge is close to the

Osgood Mountain milkvetch plant habitat (IUCN Cat V), but no

impacts are expected from either operation. In North America,

some of our sites are identified as sensitive by local entities,

such as sage grouse and Lahontan cutthroat trout habitats.

We also have operations located within or near areas consid-

ered of High Biodiversity Value10 (see the table below). Our

Environmental Management System (EMS) directs our people

to heed their responsibility to protect these sensitive habitats.

SITES NEAR PROTECTED AREAS OR AREAS OF HIGH BIODIVERSITY VALUE – 2017

SITE PROTECTED AREAS AREAS OF HIGH BIODIVERSITY

ALTURAS Within 15 km of the San Guillermo Man and Biosphere Reserve

HEMLO 10-15 km from White Lake Provincial Park (IUCN Cat II)

LAGUNAS NORTE Within a Biodiversity Hotspot and Endemic Bird Area

LAMA; VELADERO (NOT OPERATED BY BARRICK)

Both are in the multi-use area of San Guillermo Man and Biosphere Reserve. The nucleus of the Reserve is also an IUCN Cat II Protected Area.

Within a Key Biodiversity Area

LUMWANA Within 10km of the Acres Forest Reserve (IUCN unclassified Protected Area)

Within a High Biodiversity Wilderness Area

PIERINA Between 5 &10 km away from the Huascaran National Park declared in 2009

Within a Biodiversity Hotspot Endemic Bird Area

PUEBLO VIEJO Infrastructure crosses Aniana Vargas National Park declared 2009

Within a Biodiversity Hotspot and Endemic Bird Area

TURQUOISE RIDGE Between 5 & 10 km from the Osgood Mountain Milkvetch Habitat (IUCN Cat V)

PORGERA (NOT OPERATED BY BARRICK)

Within Endemic Bird Area and High Biodiversity Wilderness Area

10 Determined by high-level corporate risk assessments using tools such as the Integrated Biodiversity Assessment Tool (UNEP-WCMC), rather than individual site impact analyses.

50 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

304-4 Total number of IUCN Red List species and national conservation list species with habitats in areas affected by opera-tions, by level of extinction risk

Biodiversity ICMM UNGC

6 7 8

Many national conservation organizations, along with the

International Union for Conservation of Nature (IUCN), have

developed inventories of plant and animal species listed by

conservation status. The main purpose of the IUCN’s Red List

and other national and international conservation lists is to

catalogue and highlight those plants and animals that are

facing a high risk of local and/or global extinction or are close

to meeting the threatened-status thresholds.

Barrick’s support in the development and use of additional

conservation data tools, such as the Integrated Biodiversity

Assessment Tool (IBAT), is now providing easier access to

protected area information and the potential presence of

Red-Listed species for our operations and projects to consider

in mine development. The IBAT provides a broad scope of

habitat and species potential in an area, which is followed up

by field work when required to determine if habitat on the

ground would be suitable for the flagged sensitive species.

Based on the latest information available through the IBAT,

we estimate that approximately 89 species listed as threat-

ened11 by the IUCN could be present at our sites if the habitat

were suitable. In our original environmental impact assess-

ment12 for each site, the Company identified twenty-five

threatened species, including one critically endangered and

three endangered species near our sites. At a local level, some

species are also identified as sensitive by local regulations; by

identifying these species we are able to develop appropriate

management plans to avoid harm where necessary.

IUCN RED-LISTED SPECIES LISTED AS POTENTIALLY PRESENT IN AREAS AFFECTED BY OPERATIONS – 2017

IUCN RED-LIST CATEGORY THROUGH IBAT

CRITICALLY ENDANGERED 6

ENDANGERED 32

VULNERABLE 51

NEAR THREATENED 75

DATA DEFICIENT 66

LEAST CONCERN Between 113 and 946

TOTAL 343-1176

At many sites, we have projects specifically designed to pro-

tect rare or key wildlife; at others, we strive to enhance habi-

tats. For example, at the Pueblo Viejo mine in the Dominican

Republic, we have worked for several years with locally and

internationally renowned scientists to protect several frog

species that have been identified on the project site.

In Nevada, we support fire management programs to protect

sage grouse and mule deer habitats, among other habi-

tat and wildlife restoration programs, through the Barrick

Conservation Council. In addition to fire protection, in

2015, Barrick signed a Bank Enabling Agreement with the

Department of the Interior through USFWS and the BLM

to voluntarily mitigate for impacts to sage grouse habitats

in Nevada. Parties agreed to use The Nature Conservancy’s

Conservation Forecasting Tools to build a Habitat

Conservation Bank to compensate for significant impacts of

future mining activities. In 2017, activities were focused on

developing and implementing project plans within Barrick’s

Mitigation Bank to preserve and restore sage grouse habitat,

as well as setting up the administrative details to manage the

mitigation bank. Greater sage grouse are wide ranging and

can be found across much of the western United States.

11 Threatened species are considered by the IUCN to be those listed as Vulnerable, Endangered or Critically Endangered12 The dates of site environmental impact assessments vary according to when the site was permitted.13 Some species of least concern may be present at more than one Company property.

51BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

EMISSIONS305

305 Management Approach14 Air Emissions; Climate Change

ICMM UNGC

6 10 8 9

Climate change, including shifts in temperature and precipita-

tion and more frequent severe weather events, will affect the

mining industry in a range of possible ways.

Volatile climatic conditions can affect the stability and effec-

tiveness of infrastructure and equipment; potentially impact

environmental protection and site closure practices; lead to

changes in the regulatory environment, including increased

carbon tax regimes; and potentially impact the stability and

cost of water and energy supplies.

We therefore view climate change as a company, community,

and global concern. In 2017, we developed a climate change

strategy aligned with our overall business strategy to grow

free cash flow per share through safe and responsible mining.

We understand the important link between energy use and

climate change. By effectively managing our energy use,

we are able to reduce our greenhouse gas (GHG) emissions,

achieve more efficient production, reduce our draw from

local energy grids, and save a significant proportion of our

direct mining costs. Managing our energy use is therefore a

business imperative.

Conservation, energy efficiency and alternative energy

sources form our core energy strategies. Barrick’s Energy

Management Policy establishes requirements for the effective

administration and control of all energy sources (fuel, power,

explosives) used by the Company. Throughout the mining

process, our approach to managing energy use and climate

change is informed by our Environmental Management

System and associated Standards.

Barrick’s climate change strategy has three pillars:

I. Understand and mitigate the risks associated with

climate change: In 2017, we performed a climate

change risk assessment, using our standard risk manage-

ment framework. We assessed risks and opportunities

across both potential transition (e.g., regulatory, policy,

reputational) and physical (e.g., extreme climate events)

aspects of climate change. We have identified the top

three climate-related risks and opportunities for our busi-

ness: an increase in extended duration extreme precipi-

tation events; an increase in climate change regulations

to limit greenhouse gas (GHG) emissions; and increased

global investment in innovation and low carbon tech-

nologies. The assessment also included a review of the

current mitigation and controls associated with each risk

and identified areas which may need further strengthen-

ing to reduce risk.

II. Reduce the Company’s impact on climate change:

Over the course of 2017, we analyzed our current and

forecasted GHG emissions to develop an ambitious but

realistic goal to reduce Barrick’s GHG emissions. Mining

is an energy-intensive business, and we understand the

important link between energy use and GHG emissions.

By effectively managing our energy use, we can reduce

our draw from local energy grids, reduce our GHG emis-

sions, achieve more efficient production, and save direct

mining costs. Barrick has set a goal to keep its current

GHG emissions flat in the short term and is targeting a

30 percent reduction in GHG emissions by 2030, from

a 2016 baseline of 3.5 MT CO2e emitted. This target is

also closely aligned with the national targets set by many

of our host governments.

III. Improve our disclosure on climate change: In 2017,

we committed to supporting the voluntary recommen-

dations of the industry-led Financial Stability Board

Task Force on Climate-related Financial Disclosures

(TCFD). The TCFD recommendations are considered the

new benchmark for disclosure of climate-related risks

and opportunities, and Barrick was the only Canadian

mining company to make this public commitment. We

will implement the full recommendations over the next

two years.

52 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

AIR EMISSIONS

We design facilities and conduct our operations in ways

that control and reduce air emissions. All Barrick operations

manage their air emissions in accordance with local laws, reg-

ulations, and permit requirements, including the use of dust

suppressant, dust collection systems, and scrubbers.

Barrick’s mining and processing activities have the potential to

emit regulated air pollutants, including particulate matter, sul-

fur dioxide, nitrogen oxides, carbon monoxide, and mercury.

Barrick reports on releases of air emissions through appli-

cable government reporting programs, such as Canada’s

National Pollutant Release Inventory, the United

States’ Toxic Release Inventory, and the United States’

Greenhouse Gas Reporting Program. We also voluntari-

ly report greenhouse gas emissions through the Carbon

Disclosure Project (CDP). In 2017, we committed to sup-

porting the voluntary recommendations of the industry-led

Financial Stability Board Task Force on Climate-Related

Financial Disclosures (TCFD).

DUST

Dust is the most common air emission at our mine sites. We

suppress dust emissions from many activities including roads,

crushers, and conveyor belt systems through the application

of water to roads, the operation of water sprays and dust

collection systems at point sources, and the application of

natural or synthetic dust suppression products where suitable.

SULFUR & NITROGEN OXIDES

Our operations have the potential to release sulfur and

nitrogen oxides (SOx and NOx) to the atmosphere, primarily

through fuel combustion or processing certain types of ores.

We work to manage these emissions through controls such

as low NOx burners, selective catalytic reduction (SCR) for sta-

tionary sources, and scrubbers. Information on SOx and NOx

emissions is collected and reported in jurisdictions such as

Nevada. In other jurisdictions, mines may not routinely collect

this data where there are no permit requirements to do so.

MERCURY

At a number of our operations, the ore we process natural-

ly contains mercury that can be released as a vapor during

processing. Barrick is actively engaged in closely monitoring

and managing mercury emissions, as well as finding ways to

reduce them. Depending upon the mercury concentration in

ore and other risk factors, Barrick employs a variety of con-

trols, including scrubbers, condensation towers, and activated

carbon filters to trap mercury before it can be discharged to

the atmosphere.

See Tailings & Waste Management for information on

elemental mercury and mercury compounds.

NOTE: We calculate and report all emissions using the 2006

IPCC Guidelines for National Greenhouse Gas Inventories

Volume 2.

305-1 Direct (Scope 1) GHG Emissions Air Emissions; Energy Use and Climate Change

ICMM UNGC

6 10 8 9

GHG EMISSIONS – SCOPE 1 (METRIC TONNES CO2e)

2014 2015 2016 2017

BARRICK TOTAL 2,955,000 2,945,000 2,896,000 2,753,000

The 2016 baseline for Barrick’s climate strategy was established based on sites the company operated in 2016. As such, the

Veladero mine is included Barrick’s greenhouse gas and energy use totals. Data on the Porgera and Jabal Sayid mines are not

included in the total.

305-2 Energy Indirect (Scope 2) GHG Emissions Air Emissions; Energy Use and Climate Change

ICMM UNGC

6 10 8 9

GHG EMISSIONS – SCOPE 2 (METRIC TONNES CO2e)

2014 2015 2016 2017

BARRICK TOTAL 372,500 427,600 565,000 569,000

53BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

The 2016 baseline for Barrick’s climate strategy was established based on sites the company operated in 2016. As such, the

Veladero mine is included Barrick’s greenhouse gas and energy use totals. Data on the Porgera and Jabal Sayid mines are not

included in the total.

Scope 2 Emissions data is provided on a market based based approach. When calculating Scope 2 emissions on a location based

approach, total emissions were 3,400,000 metric tonnes in 2017.

305-3 Other indirect (Scope 3) GHG Emissions Air Emissions; Energy Use and Climate Change; CDP

ICMM UNGC

6 10 8 9

GHG EMISSIONS – SCOPE 3 (METRIC TONNES OF CO2e)

2014 2015 2016 2017

BARRICK TOTAL 670,600 708,000 688,000 644,600

305-4 GHG emissions intensity Air Emissions; Energy Use and Climate Change

ICMM UNGC

6 10 8 9

In 2017, Barrick’s GHG intensity for mining was 624 kgCO2e per ounce of gold produced.

305-6 Emissions of ozone-depleting substances Air Emissions ICMM UNGC

6 10 8 9

Barrick operations do not manufacture ozone-depleting substances (ODS) or equipment that would use them. We also do not

use materials that contain ozone-depleting substances, except fire extinguishers, some refrigerants and machine shop solvents;

therefore, emissions of these substances are minimal.

305-7 Nitrogen oxide (NOx), sulfur oxides (SOx) and other significant air emissions

Air Emissions ICMM UNGC

6 10 8 9

TOTAL AIR EMISSIONS (TONNES) – 2017

PM10 EMISSIONS1 342

NOX EMISSIONS 636

SOX EMISSIONS 200

MERCURY AIR EMISSIONS 0.2043

1 Only includes sites where reporting is required by government regulation.

54 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI

EFFLUENTS AND WASTE306

306 Management Approach Tailings and Waste Management

ICMM UNGC

1 8 9

As part of the mining process, large volumes of mine wastes

– including waste rock and tailings may be produced. We

manage these wastes based on accepted best practices.

Mining involves the removal and processing of ore – the rock

containing economically recoverable amounts of desired met-

als. To access the ore deposits, waste rock must be removed

and stored in waste rock dumps and, after processing, mine

tailings may be produced and stored in engineered tailings

storage facilities (TSFs). Alternatively, the crushed ore may be

placed in heap leach facilities (HLFs) for irrigation with process

solutions and recovery of the desired metals.

If not properly managed, these facilities can fail and lead to

harmful impacts on the environment and nearby communities.

This is why we have established internal requirements based

on accepted best practices, and why these facilities are care-

fully designed and monitored by internal and external experts.

Barrick has a Tailings and Heap Leach Management Standard

to help our sites comply with applicable laws and regulations

and help us to align with accepted international practice.

The Standard aligns with the Canadian Dam Association

(CDA) Dam Safety Guidelines, the CDA Technical Bulletin:

Application of Dam Safety Guidelines to Mining Dams

and the recently revised Part 10 of the Health, Safety and

Reclamation Code for Mines in British Columbia. It establishes

the minimum geotechnical, hydrological, hydrogeological and

environmental design, construction, operation and closure

criteria and procedures for Barrick’s TSFs and HLFs.

PRIORITIES IN 2018

• Zero tailings or heap leach facility incidents

• Automate data collection at TSFs

• Improve internal Tailings communications by developing a

Tailings Stewardship Dashboard

TAILINGS MANAGEMENT

Under certain extraction and processing techniques, large

volumes of mine tailings may be produced and stored in

engineered tailings storage facilities (TSFs).

The TSF can include a tailings dam(s), the impoundment,

access roads, diversion channels, downstream seepage collec-

tion ponds, and other facilities. If not properly managed, TSFs

can fail, leading to potential significant impacts on the envi-

ronment and nearby communities. Barrick did not experience

any TSF geotechnical incidents in 2017.

In early 2016, a revised Tailings and Heap Leach Management

Standard was introduced at Barrick to help our sites locate,

design, construct, operate, and close their TSFs in compliance

with applicable laws and regulations and in alignment with

accepted international practice. The Standard establishes the

minimum geotechnical, hydrological, hydrogeological, and

environmental design, construction, operation, and closure

criteria and procedures for Barrick’s TSFs.

We conduct daily routine inspections at our operations, and

annual dam safety inspections are conducted by the Engineer

of Record15. Independent third-party reviews are conducted

at a minimum of every two to four years at high-risk TSFs,

and independent internal Management Assurance Reviews

(MARs) of TSFs are conducted every one to three years.

Nine TSFs at eight sites16 received MAR’s of their adherence to

the Tailings and Heap Leach Management Standard in 2017.

The company also engaged with the Review Team on several

occasions to review ongoing designs or studies at Pueblo

Viejo and Hemlo.

Over 90 third-party reviews of Barrick-operated TSFs have

been conducted since 1998.

According to the Standard, an Engineer of Record (EoR)

must be identified for all design and construction work, and

must remain engaged during operation and into closure.

A Responsible Person (RP) is also identified for each TSF,

whether in design, construction, operation, or closure care

and maintenance.

15 An Engineer of Record is an appropriately qualified, licensed, experienced and competent geotechnical engineer employed by the retained consulting firm selected by Barrick

16 Cortez has two TSFs, both of which had MARs in 2017.

55BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

We also require that each RP establish and maintain a

dedicated management system. This includes preparing and

updating key management documents such as life-of-mine

tailings generation and storage requirements; closure plans; a

compliance plan; an organizational chart; an operation, main-

tenance, and surveillance manual; a formal risk assessment;

and an emergency preparedness and response plan.

The Standard also establishes the following minimum geo-

technical, hydrological, hydrogeological and environmental

design, construction, operation and closure criteria and

procedures for Barrick’s TSFs.

• They must be designed, constructed, operated, closed

and reclaimed with the consideration of protection of:

human health, water and air quality, domestic live-

stock and aquatic, avian and terrestrial wildlife. Where

cyanide solutions are present, the requirements of the

International Cyanide Management Code must be

followed.

• They must be designed, constructed, operated, closed

and reclaimed to prevent the uncontrolled release of sol-

ids and/or fluids, and the compromise of (i.e. unaccept-

able damage to) buried elements including filter zones

and/or geosynthetic liners, resulting from large-scale

structural instability such as slope failure or deforma-

tion. Adequate controls must be provided for all phases

to prevent unacceptable erosion by wind and water.

Potential physical and chemical degradation of structural

elements such as TSF embankment fills and HLF ore must

be considered.

• Reclamation and post-operation performance require-

ments must be incorporated in the design and operating

plans to reduce closure construction costs and long-term

liabilities. Where regulatory and property-ownership con-

ditions allow the possibility of returning a closed TSF or

HLF site to the state, the design, permitting agreements,

and reclamation strategy should avoid perpetual care.

• Each active TSF and HLF must be monitored and subject-

ed to routine technical inspections and reviews.

Among other performance obligations, the Standard requires

that the results of daily inspections by trained site staff be

reported the same day to the RP. All operating TSFs are also

inspected at least once a year by the EoR responsible for the

design of the TSF or by a suitably qualified and experienced

geotechnical engineer outside of Barrick with a comprehen-

sive understanding of the TSF design and operating phase.

Barrick also conducts formal internal assurance of sites’

adherence to the Standard, as overseen by our corporate

assurance group.

In addition, Barrick conducts Dam Safety Reviews (DSR)

carried out by an Independent Engineer at a minimum of

once every seven years. Facilities that have a higher Failure

Consequence Classification have DSRs carried out every five

years. DSRs involve detailed analysis of the design, con-

struction and operation of the TSF, which the Independent

Engineer will compare to best international practice.

The company also contracts independent, internationally

recognized geotechnical experts to conduct third-party re-

views at many of its planned, operating, and closed TSFs at a

frequency based on perceived risk, site conditions, and other

factors (at a minimum, every two to four years at operat-

ing TSFs assigned an Extreme or High Failure Consequence

Classification under Barrick’s Standard). Barrick began its

third-party TSF review program in 1998, and has completed

over 90 reviews. While these third-party reviews normally

focus on the technical aspects of tailings management, they

may also include (or in some instances be dedicated to) the

geotechnical and hydrological performance of waste rock

dumps, heap leach operations and water management

structures.

Through a tailings stewardship program, we aim to: further

improve, company-wide, our in-house capability to undertake

basic TSF monitoring, planning, and reporting work while

ensuring the quality of results; further develop the overall

technical and reporting capability of our site staff; promote

identification and sharing of best practices among sites; and

better demonstrate to the public and regulators our com-

mitment to ensuring TSF safety. In 2017, Barrick was able to

develop its Tailings Stewardship Program at Pueblo Viejo and

will continue to do this on a site-by-site basis.

HEAP LEACH MANAGEMENT

At some sites, gold ore is processed using heap leaching.

With heap leaching, ore is generally crushed to approximately

the size of large gravel particles and placed on an imperme-

able geomembrane liner system. The ore is then irrigated

with a chemical solution that dissolves the desired metals; this

solution is typically sodium cyanide (for gold recovery).

56 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

The composite liner, a combination of clay soils and imper-

meable synthetic membranes, is designed so that no solution

escapes the leach pad. Equally important, the composite liner

system also allows Barrick to recover the leach solution carry-

ing the dissolved metals for further processing. Leak detec-

tion, down-gradient monitoring, and other safety features are

also typical of our designs.

The crushed ore in HLFs remains after the gold has been ex-

tracted and the leach solution has been recovered. At the end

of operations, the heap-leached ore is rinsed by recirculating

solution and then is allowed to drain down, facilitating both

maximum gold recovery and environmental protection. Any

residual seepage, captured by the liner system after closure, is

treated to meet water-quality standards before being released

to the environment. We then work to re-integrate the closed

HLF with the existing, surrounding environment. For example,

at some sites we have re-contoured the HLF and capped it

with a multi-layered soil cover that minimizes rainwater infil-

tration and allows revegetation.

Barrick did not experience any heap leach facility geotechnical

incidents in 2017.

WASTE ROCK MANAGEMENT

Mining involves the extraction of ore – the rock containing

economically recoverable amounts of desired metals – from

the host rock. The waste rock – the rock that does not

contain economically recoverable amounts of desired metals

– must also be removed, though mining plans minimize the

amount of waste rock relative to extracted ore as much as

possible. In 2017, Barrick deposited 52.2 million tonnes of

waste rock to waste rock facilities.

Because waste rock naturally contains concentrations of

potentially harmful elements, the material must be properly

managed to reduce the risk of contamination associated

with acid rock drainage (ARD) and/or metals leaching (ML).

Across Barrick’s operations, approximately 53% of the waste

rock deposited in 2017 had the potential to generate ARD/

ML. To manage this risk, Barrick has implemented mitigation

management at operations where the waste rock, heap leach

and/or tailings have demonstrated the potential to generate

ARD/ML.

Waste rock is generally placed into engineered waste rock

storage facilities which, once full, can be re-contoured,

covered with soil, and revegetated. In some cases, waste

rock can also be used to backfill open pits or underground

tunnels. Waste rock that has high potential to generate ARD/

ML can be encapsulated by non-reactive waste rock or co-dis-

posed in tailings storage facilities where it is submerged to

significantly limit geochemical reaction rates, thus minimizing

ARD/ML. At times, non-reactive waste rock – material that

does not have the potential to generate ARD/ML – may be

used to construct road beds or tailings dams.

PARTNERSHIP

Barrick is a member of the International Network for Acid

Prevention (INAP). We have participated in the ongoing

revisions of the INAP Global Acid Rock Drainage (GARD)

Guide, a worldwide reference for ARD prevention and miti-

gation. Experts from Barrick and several countries contributed

their knowledge to the Guide’s development and revision.

The GARD Guide will continue to be updated as knowledge

increases. INAP is also currently working on identifying key ar-

eas for further research, including waste rock cover guidance.

MERCURY WASTE MANAGEMENT

Mercury is a naturally occurring element that is present, at

some operations, in the ore we process. As a result of pro-

cessing, mercury is separated from the ore. Depending upon

mercury concentration in ore and other risk factors, Barrick

employs a variety of controls, including retorts, scrubbers,

condensation towers, and activated carbon filters, to trap

mercury vapor before it can be discharged to the atmosphere.

Mercury condensation and safe storage are part of our safe

practices on site.

Mercury wastes generated from these air pollution

control devices must be responsibly managed to mini-

mize potential risks to human health and the environ-

ment. Barrick promotes responsible management of

mercury by following our Environmental Management

System, applicable regulatory framework, and the

ICMM position statement on mercury risk management.

As required by the Mercury Export Ban Act (MEBA), Barrick

ceased the export of elemental mercury from U.S. facilities

in January 2013. MEBA mandated that the United States

Department of Energy construct a federal mercury repository

to accept elemental mercury generated by mining and other

activities, but to date the repository has not been built.

57BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

Therefore, elemental mercury captured from air pollution

controls at our U.S. operations is currently stored pending the

construction of the federal mercury repository. Mercury com-

pounds are disposed of at a licensed hazardous waste facility

in compliance with applicable law. Strict handling, packaging,

and transportation procedures are in place to help protect

both people and the environment against mercury exposure

during shipping.

In the case of operations at Latin American sites, elemental

mercury is currently securely stored on site in compliance with

applicable law. However, the company is actively seeking re-

sponsible ways of stabilizing the elemental mercury in a solid

form (as mercury sulfide or cinnabar) and then continuing

with a safe and final disposal of this residue on a long-term

basis. The objective of this initiative is to align with current

international efforts, such as the UN Minamata Convention,

to find alternative technologies for certain industrial processes

that depend on mercury and to avoid, if possible, the avail-

ability of elemental mercury in the global market.

NON-PROCESSING WASTE DISPOSAL

A number of non-process wastes are generated each year at

our operations. These wastes may differ by country and by

operation, but typically include scrap metals, waste oils, cans

and bottles, spent tires, and office and camp waste. While

we try to recycle these wastes as much as possible, this is

not always feasible at some of our remote sites or at oper-

ations located in countries where recycling is not available.

Non-hazardous waste that is not recycled is usually landfilled

(either in municipal landfills or landfills constructed on the

mine property) or incinerated17, on or off the site.

We also generate a relatively small amount of hazardous

waste each year. These wastes include batteries, fluorescent

lights, certain oils, solvents, electronic waste and laboratory

assay wastes. As with process materials, the types of hazard-

ous wastes vary among our sites; however, all are recycled

or disposed of according to the appropriate regulation in the

countries where we operate.

RIVERINE TAILINGS MANAGEMENT

The Porgera mine in Papua New Guinea is operated by

Barrick Niugini Limited (BNL), an independent operating entity

which is jointly owned by Barrick and Zijin Mining. The mine

deposits the majority of tailings material into a nearby river

under government permit and regulation and BNL’s own

internal oversight.

When Barrick acquired the Porgera mine in 2006, we exten-

sively investigated alternative waste management methods

to replace the existing riverine tailings disposal process. No

practicable alternatives were found due to a number of factors,

including the steep and unstable terrain, high rainfall, frequent

landslides and seismic activity surrounding the Porgera mine.

Ongoing monitoring results show that the river system is

operating as expected and that, downstream of the mixing

zone, water quality and sediment are consistent with the

stringent metal limits established by the Australia and New

Zealand Environment and Conservation Council. To date, the

mine has not exceeded environmental permit water quality

compliance levels.

In the future, Barrick will build mines that rely on other meth-

ods of disposal of mining and processing material, and avoid

riverine tailing disposal methods.

Despite this, in the future, Barrick will build mines that rely on

other methods of disposal of mining and processing material,

and avoid riverine tailing disposal methods.

MM3 Total amount of Overburden, rock, tailings, and sludges and their associated risks

Tailings and Waste Management

ICMM UNGC

6 8 8 9

In 2017, Barrick:

• deposited 52,184,000 metric tonnes of tailings material

• deposited 145,858,000 metric tonnes of waste rock

• produced 158 metric tonnes of mercury as a by-product/co-product

A full description of how we manage risks associated with these wastes is described in the Management Approach above.

17 Incineration is the process of treating waste by combustion of organic substances contained in waste materials.

58 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

306-1 Water discharge by quality and destination

Water Management ICMM UNGC

6 8 8 9

In 2017, Barrick discharged 60 Mm3 of water back to the environment once it met water quality permit limits.

306-3 Significant spills Our Approach to the Environment

ICMM UNGC

6 8 8 9

SITE DESCRIPTION IMPACT

VELADERO (ARGENTINA)

On the evening of March 28, the monitoring system at Veladero detected a rupture of a pipe carrying gold-bearing solution on the leach pad. All solution was contained within the operating site.

The incident did not pose any threat to the health of our employees, communities, or the environ-ment. No solution reached any diversion channels or watercourses. All affected soil was promptly excavated and placed on the leach pad.

VELADERO (ARGENTINA)

Approximately 3000L of fuel was spilled in the open pit after a drill machine’s fuel tank was ruptured. This incident was reported to the local authorities according to the site’s contingency and communications plan. This incident took place following the commencement of joint venture operations at the Veladero mine.

Limited environmental impact within the open pit. The area of the spill was contained to the open pit working platform and was cleaned up.

VELADERO (ARGENTINA)

Fifteen birds were found dead in a process solution holding pond of the site’s leaching valley. This inci-dent took place following the commencement of joint venture operations at the Veladero mine.

Impact to fauna. Remediation involved the place-ment of netting on top of the pond.

LAGUNAS NORTE (PERU)

Truck-shop floor clean-up water by-passed treat-ment and was discharged onto a remediated slope and channel. The water, which contained hydrocar-bon residues, did not reach a water course and did not leave the operating site.

Limited impact to soil which was remediated.

LAGUNAS NORTE (PERU)

A small, localized slide in a bench slope of the leach pad facility occurred on a recently installed irrigation cell. As a result, heap leach material went over the perimeter berm (approximately 40 m2).

The material impacted a service road and industrial soil was immediately remediated. All material was contained within the operating site; no solution reached any diversion channels or watercourse.

LAMA (ARGENTINA)

During a warm period of the 2016-2017 summer, flows of contact water from the Marcelo Tunnel at Lama increased to unusual levels which exceeded the existing capture system. This caused a small volume of tunnel water to temporarily by-pass the treatment plant (approximately 10% of the flow).

No impact to water quality. This was because only a small percentage of water was temporar-ily untreated and the Company took immediate actions to divert the water back into a contingency channel and pond system.

PUEBLO VIEJO (DOMINICAN REPUBLIC)

The site experienced issues with the Effluent Treatment Plant (ETP). This resulted in a temporary period where the discharged treated water exceed-ed compliance thresholds, particularly with regards to suspended solids.

No impact on the downstream water environment. This was due to the low concentrations of the partially treated water and the short duration of the discharge.

DONLIN GOLD (UNITED STATES OF AMERICA)

Less than 150L of diesel was spilled at a pump station into a nearby wetland. The Donlin project is not operated by Barrick.

No long-term impact. The spilled diesel fuel was cleaned up.

59BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI ENVIRONMENTAL

COMPLIANCE 307

307 Management Approach Environmental Approach

ICMM UNGC

1

Our goal is to create positive impacts and to leave the places

that we operate better than we found them. Mining impacts

the physical environment, including the land, air, water and

other important resources that we share with others. Our

partners—including our people, host governments, commu-

nities, shareholders, and civil society—expect that we will

manage and minimize any negative impacts our operations

may have on the environment. We hold the same expecta-

tions. This is a fundamental responsibility of any company

operating in the 21st century.

Barrick is committed to minimizing and mitigating our potential

impacts on the environment, and where negative consequences

do occur, to implement appropriate reclamation and remediation

measures. To this end, Barrick has an Environmental Policy

that outlines our commitment to environmental stewardship.

The Policy is supported by our Environmental Management

System (EMS), which is aligned with ISO 14001, a variety of

leading environmental standards and guidelines, and regular

internal and third-party assurance reviews.

While Barrick applies proven management practices to help

prevent pollution and minimize impacts, we are not immune

to environmental incidents at our mine sites.

In 2018, Barrick will implement a digital environmental stew-

ardship program. Building from successful pilots related to the

digitization of air and water monitoring in 2017, digital environ-

mental stewardship seeks to automate data collection, evaluate

performance in real-time and streamline reporting to increase

reliability, transparency and help reduce environmental impacts.

INDEPENDENT CERTIFICATION

The following gold mines have been independently certified

to ISO 14001:

• Cortez

• Golden Sunlight

• Goldstrike

• Hemlo

• Lagunas Norte

• Pierina

• Pueblo Viejo

• Porgera

• Veladero

Barrick’s Lumwana copper mine and the Jabal Sayid copper

mine (which is not operated by Barrick) are working towards

ISO 14001 certification in 2019.

307-1 Non-compliance with environmental laws and regulations

Environmental ApproachQ1 2018 Report

ICMM UNGC

6

Most of these incidents tend to involve small spills of oils,

fuel, and chemical or process solutions. Rapid spill response

generally includes: clean-up and recovery, rehabilitation of af-

fected areas, investigation into root causes, and identification

of actions to prevent subsequent incidents.

At times, more severe incidents, classified as Reportable

Environmental Incidents18 (REIs), may occur. All REIs are fully

investigated by the Company and we update and change our

practices and policies where needed to reflect lessons learned.

By taking this approach, we have been able to drive down the

number of REIs that occur on an annual basis from 53 in 2014

to eight in 2017 – an 85% reduction. In 2018, our goal is to

reduce the total number of REIs to four or less. The eight REIs

that occurred in 2017 are described in the table below.

On December 27, 2017, the Veladero mine received notice

of a resolution from the San Juan Provincial mining authority

requiring payment of an administrative fine of approximately

$5.6 million (calculated at the prevailing exchange rate on

December 31, 2017) encompassing both the September

2016 incident and the March 2017 incident. On January 23,

2018, in accordance with local requirements, the Company

paid the administrative fine and filed a request for recon-

sideration with the San Juan Provincial mining authority. On

March 28, 2018, the Company was notified that the San

Juan Provincial mining authority had rejected the request for

reconsideration.

18 A Reportable Environmental Incident (REI) is defined as an incident that has a “high” ranking on Barrick’s REI Severity Index and usually requires immediate reporting to relevant government agency authorities.

60 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI

SUPPLIER ENVIRONMENTAL ASSESSMENT308

414 SUPPLIER SOCIAL ASSESSMENT

Management Approach19 Supply Chain ICMM UNGC

1

Barrick recognizes that the conduct and behavior of our

suppliers, vendors and contractors can affect – both positively

and negatively – the quality of our workplace, the environ-

ment, and the lives of people in local communities, as well as

our reputation and ability to operate effectively.

We expect and demand that our supply chain partners

uphold Barrick’s principles of ethical business conduct and

respect for human rights. As a company, we strive to do busi-

ness only with those suppliers who share these principles.

Barrick’s approach to working with suppliers is based on the

principle of partnership: we believe that, by working collab-

oratively – both internally with end-users and externally with

our vendor partners - we can consistently lower the total cost

of ownership, providing goods and services with security of

supply, while supporting efficient work processes across sites

and global categories. To this end, we work closely with our

supply chain to pursue fair-minded competition, continuous

improvement, and a mutual focus on ethical conduct.

BARRICK’S SUPPLY CHAIN

The function purchases, stores and delivers $3.5–$4.5 billion

annually in supplies, equipment and services to Barrick’s

mines and offices. The group sources products ranging from

diesel fuel and chemical reagents to IT equipment and haul

trucks from more than 20,000 vendors worldwide.

PRIORITIES IN 2018

• Achieve 100% Vendor Onboarding and Risk Assessments

of our new vendors

• Continue to automate and digitize Supply Chain process-

es in 2018

SUPPLIER CONDUCT

As part of our commitment to human rights, Barrick devel-

oped and implemented a Supplier Code of Business Conduct

and Ethics in 2008 and added enhancements to it in 2014. It

covers important issues such as anti-bribery, anti-corruption,

human rights, health, safety, and environmental protection

– principles Barrick holds dear and expects our partners to

share. It is our intent to deal only20 with suppliers who have

accepted the Supplier Code of Business Conduct and Ethics.

In support of this goal, Barrick has put in place a Vendor

Onboarding System and Standard. Under the Standard, we

conduct due diligence on all entities receiving funds from

Barrick – including suppliers, service providers, and civil

society groups. The onboarding process covers the Supplier

Code of Business Conduct and Ethics, Barrick’s human rights

program, and anti-corruption, as well as adherence to the

company’s safety and environmental standards.

The process itself may include internal and external ques-

tionnaires, a search of the World Check database, a request

that the vendor register with TRACE International’s due

diligence system, TRAC , and vendor self-certification of its

willingness to comply with Barrick’s Supplier Code of Business

Conduct and Ethics. Once a vendor is assessed by our

Supply Chain group, it may be added to Barrick’s Approved

Vendor Register. Under the system, all new vendors are to be

assessed according to the Standard and current vendors are

to be assessed every three years. High-risk vendors are to be

assessed every year.

Once Barrick agrees to do business with a supplier, relevant

contracts will contain human rights compliance provisions. We

may also provide focused training and support to certain sup-

pliers. Under our Human Rights Policy, suppliers are expected

to report human rights issues if and when they become aware

of them and we will investigate the behavior of existing suppli-

ers and contractors related to human rights issues. We will also

ask relevant suppliers to periodically provide certifications that

they are not aware of any unreported human rights allega-

tions, and we may offer focused training to certain suppliers.

19 Barrick’s Management Approach to Supplier Environmental Assessment and Supplier Social Assessment is the same and reported together in our sustainability-related disclosures, including our online 2017 Sustainability Report.

20 Low-value transactions, non-repetitive transactions in low-risk areas, and some transactions with local suppliers will not undergo the same rigor as those suppliers being fully certified.

61BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

308-1 New suppliers that were screened using environmental criteria

Supply Chain ICMM UNGC

6

We conducted due diligence on 99% of new mining operations suppliers in 2017 — more than 10,600 vendors.

414-1 New suppliers that were screened using social criteria

Supply Chain ICMM UNGC

9

We conducted due diligence on 99% of new mining operations suppliers in 2017 — more than 10,600 vendors.

62 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI

EMPLOYMENT 401

404 TRAINING AND EDUCATION21

Management Approach Talent Management ICMM UNGC

1 3 6

Our business is driven by the diverse skills, expertise, and

passion of our more than 10,000 people.

When we invest in their skills and leadership, we are investing

in both their success and ours. For this reason, we are a learn-

ing organization, working with our people around the world

to help them develop their existing capabilities and discover

and acquire new skills as well. Doing so not only contributes

to their career potential, but also means we are investing in

the talent we need to be a leading 21st-century company.

Due to the geographic and cultural diversity of our work-

force, we have developed a blend of global, country-based,

and site-based human resources policies and programs. We

take a global approach to senior leadership development,

performance, and talent management; we take a coun-

try-based approach to compensation and benefits, training,

and relations with our people. This allows us to address the

unique labor markets and social conditions in the various

countries where we operate while supporting the attraction

and development of key performers.

In 2016, Barrick created a program to make all Barrick em-

ployees —from the millwright to the mine clerk—a Barrick

shareholder. With an initial allocation of 25 common shares

per person the program has grown to a total of 165 shares

distributed per employee. These shares must be held as

long as the employee is working for Barrick. We expect this

to continue to grow over time, in line with the Company’s

performance. Our people are not just employees, they are

owners, with all that this implies.

ENGAGEMENT & RECOGNITION

There are a number of factors that drive our people’s sense

of well-being and therefore their sense of engagement in the

workplace. Among the most significant are feeling recog-

nized and valued for work performed, receiving fair pay, and

developing skills and knowledge that will facilitate employ-

ability for a lifelong career. We work to address these factors

through performance feedback, development programs and

education opportunities, and through the wages and benefits

we provide.

At Barrick, we recognize and reward people for good work

and for the contributions they make to the organization.

Barrick offers awards to recognize excellence in specific

areas that are directly aligned with our priorities. Moreover,

the Company promotes Visible Felt Leadership as a way to

provide people with ongoing feedback, coaching, and recog-

nition. We understand that fair and proper recognition drives

engagement and strengthens our culture.

Each year, executives and senior and middle managers undertake

an annual, formal performance assessment process at the head

office and country offices. At sites, supervisors and non-man-

agement individuals participate in a similar performance review

process for professional and skilled personnel. People in work

crews at our operations have regular assessments driven by key

performance indicators, often in a team format. Each of these

performance review scenarios provides an opportunity for peo-

ple at all levels both to be recognized for good performance

and to set goals to help improve performance.

401-1 New employee hires and employee turnover

Talent Management ICMM UNGC

3 3 6

EMPLOYEE TURNOVER – 2017

TOTAL EMPLOYEE TURNOVER RATE AS A PERCENTAGE OF TOTAL EMPLOYEES 10.9%

VOLUNTARY EMPLOYEE TURNOVER RATE AS A PERCENTAGE OF TOTAL EMPLOYEES 4.5%

TOTAL NUMBER OF EMPLOYEES LAID-OFF IN THE LAST FISCAL YEAR 134

21 Barrick’s Management Approach to Employment and Training & Education are reported together in our sustainability-related disclosures, includ-ing our online 2017 Sustainability Report.

63BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

Talent Management ICMM UNGC

3 3 6

We provide wages and benefits relative to country econom-

ics, matching or exceeding median wages in the countries

where we operate. Men and women employed in the same

job category receive similar remuneration, according to their

level of experience and length of employment, using the

same remuneration range. Our benefits programs are coun-

try-focused and are primarily determined by local practices

and personnel needs, but they may also include access to

Company programs. Benefits provided include a core group

of health care benefits at all operations as well as non-core

country-specific benefits. Non-core benefits may include

pension and other retirement programs, maternity or parental

leave, life and accidental death insurance, wellness programs,

and employee assistance programs.

In general, Barrick people receive our full complement of

benefits available in their country locations, while part-time

and contract workers may receive a smaller number of these

benefits. The availability and type of benefits offered to

part-time and contract workers vary by country. In all cases,

people receive benefits required by law and these may be

supplemented by additional benefits.

Below is a list of these benefits, by country:

• Canada: All full- and part-time employees at the Toronto

Head Office, except for those employed on a temporary

basis for a year or less, receive extended health, life, and

disability benefits. Temporary employees are not eligible

for retirement benefits. Temporary employees at our

Hemlo mine site do not qualify for benefits.

• Chile: Vacation bonus does not apply to temporary or

part-time employees.

• Dominican Republic: All employees receives fringe ben-

efits such as a pension plan, workers’ compensation and

social security. Temporary employees are not eligible for

elements such as a transportation bonus, food bonus, or

benefits program provisions for childbirth, marriage or

the death of a family member, and they do not qualify

for paid time off. Private health insurance is provided to

our employees and their eligible dependents.

• United States: In order to be eligible for benefits, an

employee needs to be regularly scheduled to work at

least 30 hours per week. If they are working less than

40 hours, some of their benefits, for example, vacation,

would be pro-rated but the rest of the eligibility would

be the same as if they were a full-time employee.

o A part-time regular employee is one who is regu-

larly scheduled to work more than 25 but less than

30 hours per week. They are not eligible for health

insurance (medical dental or vision) or life insurance

benefits (basic life, supplement life, accidental death

or dismemberment or dependent life insurance)

or any disability coverages. The only benefits they

receive are 401(k) and pro-rated vacation.

o A part-time employee who is regularly scheduled to

work less than 25 hours per week is not eligible for

any of the benefits programs.

• Peru and Zambia: The same benefits are provided to

temporary employees, the only difference being contract

type and duration.

Barrick has a number of instruments that provide retirement

and savings benefits to our people. We have non-qualified,

defined-benefit pension plans covering certain employees and

former directors of the company. As well, certain personnel

take part in defined-contribution employee savings plans

(examples include 401(k) plans, 403(b) plans, RRSPs, and

deferred profit-sharing plans).

In many countries, Barrick provides outplacement support to

our people whose employment has been severed. Services

vary by country, but are designed to provide people with the

tools and resources needed to support their job search effort

and may include transition counseling, résumé writing, job

search assistance, and life skills training.

64 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

404-1 Average hours of training per year per employee

Talent Management ICMM UNGC

3 5

Our people participated in more than 750,000 hours of training in 2017, almost 75 hours of training per person.

404-2 Programs for upgrading employee skills and transition assistance programs

Talent Management ICMM UNGC

3 5

Our people are our greatest asset. We are becoming a tal-

ent-obsessed firm, as any leading organization should be, and

strongly believe in professional development and life-long

learning.

Barrick has processes and programs to provide skills devel-

opment, training, and other development opportunities for

our people throughout their career. In 2017, the Company

introduced an Integrated Learning Academy to provide site-

based and cohort-based training programs. It acts as a Center

of Excellence resource for each site on site-specific training,

while refining the enterprise-wide programs.

Site-specific Learning Academy programs include the Barrick

Operations Leadership Development Program (BOLD) for

site leaders, the Barrick Unlocking Impact in Leadership

Development (BUILD) for superintendents, and the Barrick

Essential Supervisor Development (BEST) for supervisors.

These are designed to strengthen the skills of site supervisors

and leaders, while maintaining the required depth of leader-

ship capability for some of Barrick’s most critical roles. Such

programs build the necessary skills for leaders at multiple

levels to develop the capability of our people, monitor the de-

velopment and coaching of future leaders, and manage per-

formance. Enterprise-wide programs include cross-functional,

cohort based programs targeted at senior leaders, emerging

leaders, and site Chief Financial Officers (CFOs).

Through these programs, our aim is to develop and execute

a leadership learning strategy that supports the transition

from Front-Line Supervisors to Superintendent/Managers to

Emerging Leaders to Senior Leaders.

In implementing our training programs, we leverage digital

technology such as webinars and e-learning modules to

improve the learning experience and to mitigate the chal-

lenges of remote operating environments. We also use our

talent management process to identify and develop high-po-

tential, globally mobile people, providing them with a variety

of assignments to help them advance their careers. We also

have several partnerships in place with universities around

the world to facilitate the development of our people. For ex-

ample, with the University of Nevada, we support a program

that provides management-skills training to supervisors and

managers from our sites across northern Nevada.

Barrick’s Compass program is an apprenticeship development

program designed for early career professionals to equip

themselves with the knowledge and practical skills necessary

for their technical roles. It offers cross-functional modules

in areas like exploration geology, mine geology, metallurgy,

mining, processing, and safety and health, to increase the

technical proficiency of graduates and entry-level staff. The

program is experiential, with participants advancing their

capabilities by completing structured, on-the-job assignments

coupled with mentoring guidance to support their career

progression in the industry.

65BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI LABOR/MANAGEMENT

RELATIONS 402

402 Management Approach Labor Organizations

ICMM UNGC

1 3 6

Barrick respects our people’s rights to freedom of association

and collective bargaining.

This includes the right of each individual person to join a

union or other labor association. Approximately 26% of our

people are represented by unions or collective bargaining

associations in three countries. In addition, people are repre-

sented by unions at the Veladero and Porgera mines (which

Barrick does not operate).

We strive to work closely with labor unions or collective

bargaining associations to develop and manage effective

labor relations programs. We consider activities and actions

conducted by site safety and health committees to be essen-

tial to embedding a culture of safety within the Company.

Therefore, all sites with union membership have safety topics

in¬cluded in labor agreements.

At Pueblo Viejo, an employee union is seeking a collective

bargaining agreement and has requested mediation by the

Dominican Republic Ministry of Labor for this purpose. Local

management has challenged the representation of the em-

ployee union at the mediation on the basis that it has not yet

achieved the legal standing required for collective bargaining

under the Dominican Republic Labor Code. The mediation

process has been temporarily suspended pending a court

ruling on this matter.

MM4 Number of Strikes and Lock-outs exceed-ing one week’s duration, by country

Labor Organizations

ICMM UNGC

3 3 6

In 2017, we did not experience any work stoppages related to labor disputes longer than one week’s duration at any of our

sites.

402-1 Minimum notice periods regarding oper-ational changes

Labor Organizations

ICMM UNGC

3 3 6

Good communication with our people is essential for effective management of our global organization. Our people can access

our Company intranet – the Core – for daily and quarterly updates on Company affairs. During major changes to our oper-

ations, we keep our people informed through global webcasted town halls, targeted announcements, online information

sessions, the Company intranet, and face-to-face meetings at sites and offices as necessary. We engaged in more than 20

consultations with unions regarding organizational changes in Barrick in 2017. For those operations where there are collective

bargaining agreements in place, we respect minimum notice periods regarding communicating operational changes as indicated

in the agreement.

66 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI OCCUPATIONAL

HEALTH AND SAFETY403

403 Management Approach Workplace Safety; Occupational Health

ICMM UNGC

1 1

Every incident is preventable and everyone has the right to a

safe working environment.

Exposure to mining equipment, harsh weather conditions,

loud noises, potential rock falls, hazardous chemicals, con-

fined spaces, slips, trips and operator error can all contribute

to workplace injuries.

We are committed to achieving a zero-incident work environ-

ment with a safety culture based on teamwork and leadership.

We believe that the prevention of all incidents is a realistic goal

and not just a theoretical objective. With any less demanding

objective, injuries and illnesses become acceptable. Belief

in this principle provides a commitment to determine and

eliminate the root cause so that future occurrences can be

prevented. Nothing is more important than the safety, health

and well-being of our workers and their families.

Barrick’s Safety & Health Policy and Safety & Health

Management System are the primary tools that guide our

efforts to achieve zero incidents. They require safety and oc-

cupational health evaluation, as well as planning and design

to be integrated into our business development strategies.

All our people and contractors are responsible for safety in

our mines, exploration, closure sites and in the communities

where we operate. Management establishes safety goals,

requires accountability for performance, and provides the

necessary resources. Safe production is always our goal, and

these tools help sites stay committed to continuous improve-

ment in safety performance.

We have implemented important safety and health programs

and activities, special training for emergency response teams,

performance measurement, risk-assessment processes, rec-

ognition programs for safety achievement, and a steady flow

of information to keep people focused on continuous safety

improvement. Safety training programs are conducted for our

people and contractors at all Barrick operations and projects,

as well as at our office locations.

Regular corporate assurance reviews at our operations help

identify safety and occupational health hazards and confirm

that effective controls are in place and monitored for contin-

ued improvement and effectiveness. When safety and health

assurance reviews identify deficiencies, we pinpoint the root

causes so that preventive actions can be implemented.

We achieved the lowest safety incident record in our history

in 2017 with a total reportable injury frequency rate of 0.35.

PRIORITIES IN 2018

• Zero fatalities.

• Zero severe safety and occupational health incidents.

• Achieve a Total Reportable Incident Frequency Rate (TRIFR)

of 0.32.

• Implement a consistent approach to life saving controls

FATALITIES

We deeply regret to report two fatalities at Barrick in 2017.

In February, we lost William Francisco Garrido Miranda, a

contractor at our Pascua-Lama site in Chile, when he suffered

fatal injuries after an unsecured load fell on him. Barrick has

continued to emphasize and improve its Courage to Care

program – a training program that reinforces a culture of safe-

ty among our people. Through this program, we can affirm

the message that nothing is more important than the safety,

health, and well-being of our people and their families.

In November, we had a second fatality when Eulogio (Bot)

Gutierrez, a surveying technician at our Hemlo mine in Canada,

was fatally injured after being struck by a piece of mobile equip-

ment while working in the underground mine. In response,

Barrick is working hard to reinforce its Fatal Risk Management

and Lifesaving Controls Programs. These programs require sites

to establish and improve controls in areas related to employee

safety and health, such as proximity detection and collision

avoidance, resulting in fewer injuries and fatalities.

LIFE SAVING CONTROLS

Over the past decade, we have seen a substantial improvement

in our total reportable injury frequency rate (TRIFR) and other

safety statistics. Nevertheless, we continue to experience

67BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

fatalities at Barrick mine sites. We are increasing our efforts

so that we eliminate fatalities and achieve our safety vision of

every person going home safe and healthy every day.

We have identified 15 fatal-risk categories that continue

to be our focus for improvement going forward. The top

five risk categories include: Operation of Mobile Equipment

(Heavy), Operation of Mobile Equipment (Light Vehicle),

Stored Energy, Fires (fixed and mobile), and Use of Cranes

and Lifting Devices. The internal assurance review process

and trending analysis help to identify emerging risks, as well

as to show where progress is being made towards improving

controls and reducing fatal-risk-related incidents.

Building on this analysis, we have developed a Fatal Risk

Management Plan based on the ICMM critical control

management guidance. This is a fundamental change in

thinking whereby sites are required to have processes in place

to effectively monitor the identified controls that work to

prevent the identified fatal incidents.

In 2017, each site was required to implement Life Saving Controls

for their top five fatal risks. All Barrick-operated sites achieved this

target. In 2018, each site will create Critical Control Management

Plans for each of the remaining applicable controls.

FATIGUE

Fatigue is inherent in any operation in which people work late

into the night, start early in the morning, or work long hours.

It is generally believed that fatigue can negatively affect an

operation in many ways: fatigued people are less productive,

more prone to health problems, more likely to quit and, most

importantly, more likely to be in an incident.

We turned our attention to fatigue in 2011 and began to

develop a Fatigue Risk Management Standard (FRMS) using

the science of circadian physiology. This Standard is now

implemented across the Company and provides a consistent

structure and approach to program components such as

training, work scheduling and monitoring.

At the same time, we are investigating how we can identi-

fy fatigue episodes on the job. Through the use of various

technologies, Barrick is piloting the monitoring of individuals’

sleep quality in order to identify those who, through lack of

sleep, are highly likely to have a sleep event during a shift.

This information can help workers identify ways to help com-

bat fatigue and improve their overall health.

We are also piloting Fatigue Monitoring and Intervention

Technologies at many of our mine sites. These innovative

technologies range from cameras that monitor eye movement

to head bands that monitor changes in brain wave activity.

At the Pueblo Viejo mine in the Dominican Republic, a 2017

pilot experienced a 97% reduction in micro-sleeps following

the introduction of fatigue management technology.

To support this technology, Barrick has a specific training

course for shift workers called Managing a Mining Lifestyle.

Through the Managing a Mining Lifestyle course and working

with our management teams, our aim is to develop a culture

where our people are comfortable reporting fatigue.

SAFETY COMMITTEES

Barrick believes that everyone is responsible for workplace

safety. Therefore, we have safety committees at all sites and

hold regular safety meetings to help address the needs of

each site. Many of our operations conduct daily safety meet-

ings, while others conduct weekly meetings.

Joint representation of managers, supervisors and workers

on our safety committees helps us hold each other account-

able for superior safety and health practices and provides the

leadership and resources needed to achieve our vision. Safety

interactions, using tools such as Visible Felt Leadership and

task observation programs, are also conducted by functional

areas within each operation to involve all workers in eliminat-

ing unsafe conditions in the work environment.

OCCUPATIONAL HEALTH & WELLNESS

We work to optimize our people’s health and well-being to sup-

port their quality of life and reduce the risk of injury and illness.

We seek to identify and manage the risks arising from phys-

ical, chemical and other workplace hazards by anticipating,

identifying, evaluating, and controlling these health hazards

and exposures in the first place.

To do this, our sites carry out site-specific occupational health

activities and programs, depending on the exposure at each

site to health risks. Barrick’s Safety & Health Policy and

Safety & Health Management System are the primary

tools that guide our efforts towards achieving zero incidents.

They require safety and occupational health evaluation, as

well as planning and design to be integrated into our busi-

ness development strategies.

68 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

Barrick monitors sites to verify they are meeting industrial hy-

giene standards, including regulations on chemical, physical,

and biological hazards control.

Our sites also promote wellness initiatives, including

stop-smoking programs, fatigue management and travel

security training. Through data collection and monitoring, we

have identified respiratory illness, improper body positioning

that contributes to sprains and strains, fatigue and poor life-

style health as the top health risks within the Company. We

have put in place several programs to address these risks.

Our goal is to create a sustained trend towards the elimina-

tion of occupational illness at our mine sites.

In 2017, priority objectives included health exposure de-

terminations and mitigation actions, mitigation of physical

demands for top high-risk tasks and providing functional

capacity evaluations22 for newly hired and transferred people.

The Company is also seeking to implement critical control

wellness leading indicators for occupational health based on

the ICMM critical control management guidance

RESPIRATORY ILLNESS

Respiratory illness is a concern within the mining industry

and, without proper controls in place, it is difficult to detect

since symptoms are often not present until years after expo-

sure. Because of this, Barrick has industrial hygiene programs

that detect exposure agents such as dust, gases and fumes,

which are tracked in a database management system. This

helps us to better identify exposure to agents and allows us

to develop measures to mitigate these exposures.

When we identify potential exposure to agents, we first seek

to remove workers from the exposure by changing the job

or finding an alternative means of completing the work.

Alternatively, we may substitute whatever is causing the

exposure with a less hazardous chemical agent. Should these

methods not be feasible, we implement engineering controls

such as dust collection systems and ventilation systems. When

systems are being installed or repaired, or where engineering

controls simply are not enough, Personal Protection Equipment

such as respirators are used to protect our workers.

Barrick has had in place a Respiratory Protection Standard

across the Company since 2012, and we conduct periodic

assurance reviews against the Standard, at a minimum of

every two years at each site. In addition, through our Health

and Wellness program, we conduct periodic medical checks

for people who have a high risk for respiratory illness (such as

those who are frequently exposed to silica).

Industrial hygienists use personal monitoring and analytical

methods to detect the extent of worker exposure to contam-

inants and employ engineering work practice controls and

other methods to control potential health hazards. Our hy-

gienists have developed a global database to collect exposure

data, which is helping us identify areas where controls are

lacking or inadequate.

EMERGENCY RESPONSE

The ultimate goal of Barrick’s Safety and Health Management

System and supporting programs is to prevent all incidents

from occurring in the first place.

At the same time, the Company maintains a high degree of

emergency preparedness with appropriate plans, resources

and training to minimize the impact on workers, families, the

community and operations should an emergency occur.

Based on risk assessments, all our sites develop appropriate

plans and provide the resources and training required to

respond effectively to potential emergencies. Emergency

Preparedness audits are performed at least every two years

and Incident Command and Crisis Management systems are

in place at each Barrick mine site and office.

In 2018, the Company will conduct a 3rd party review of

emergency response at many sites and host a global emer-

gency response summit in 2018.

Our site-specific emergency response plans cover the actions:

• Regular testing of emergency procedures

• Identification of emergency scenarios

• List of population and residential centers at risk

• List of environmental and wildlife populations at risk

• List of functions of key people

• Procedure for internal communication

• Procedure for external communication

• Criteria for determining levels of alerts

• On-site and external resources available (e.g. mutual aid

agreements)

• Toxicity testing facilities (gas, water)

22 A functional capacity evaluation is used to determine someone’s ability to function within their role.

69BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

• Post-emergency evaluation of effectiveness of plan and

response

• Ongoing communications plan in relation to progress of

clean-up and remediation.

Barrick also maintains trained emergency response teams at

every site. These highly trained, skilled professionals are the

first responders to any mine emergency. They are experts at

first aid, firefighting, dealing with hazardous chemicals, and

emergency rescues.

Barrick emergency response teams complete intensive training to

make sure they are well prepared to respond in the event of an

emergency. Regular drills and simulations test emergency read-

iness. Each year, these response teams exceed the minimum re-

quirements of emergency response training, both at Barrick sites

and at specialty emergency response and firefighting schools.

We also provide emergency response training to contractors and

include communities in our plans. To support their training, our

teams regularly compete in various mine rescue competitions

with other mining companies. Many of our emergency response

teams have earned awards at these competitions.

Visitors to any of our sites must take part in a safety induction

program so that they are informed about safety precautions

and emergency measures during their visit.

403-1 Workers representation in formal joint management-worker health and safety committees

Safety & Health ICMM UNGC

4 5

All Barrick sites have occupational health and safety committees, representing 100% of Barrick’s workers.

403-2 Types of injury and rates of injury, occu-pational diseases, lost days, and number of work-related fatalities

Safety & Health ICMM UNGC

4 5

SAFETY & HEALTH PERFORMANCE – 2017

BARRICK ARGENTINA CANADA CHILEDOMINICAN

REPUBLIC

PAPUA NEW

GUINEA PERUSAUDI

ARABIA USA ZAMBIA

TOTAL REPORTABLE INJURY FREQUENCY RATE (TRIFR)

TOTAL 0.35 0.24 1.14 0.33 0.21 0.07 0.22 0.23 1.05 0.15

EMPLOYEE 0.35 0.20 1.46 0.00 0.12 0.06 0.26 0.35 0.78 0.10

CONTRACTOR 0.11 0.26 0.55 0.44 0.29 0.08 0.19 0.20 1.99 0.18

LOSS TIME INJURY RATE

TOTAL 0.15 0.04 0.48 0.22 0.11 0.04 0.08 0.08 0.46 0.06

EMPLOYEE 0.18 0.07 0.58 0.00 0.08 0.00 0.14 0.00 0.47 0.00

CONTRACTOR 0.09 0.03 0.27 0.30 0.15 0.05 0.05 0.10 0.41 0.09

TOTAL MEDICAL TREATMENT INJURY RATE (TMTIR)

TOTAL 0.35 0.24 1.14 0.33 0.21 0.07 0.22 0.23 1.05 0.15

EMPLOYEE 0.35 0.2 1.46 0.00 0.12 0.06 0.26 0.35 0.78 0.10

CONTRACTOR 0.11 0.26 0.55 0.44 0.29 0.08 0.19 0.2 1.99 0.18

RESTRICTED DUTY RATE

TOTAL 0.09 0.02 0.38 0.00 0.04 0.02 0.06 0.08 0.31 0.06

EMPLOYEE 0.10 0.00 0.58 0.00 0.00 0.00 0.00 0.35 0.24 0.05

CONTRACTOR 0.16 0.03 0.00 0.00 0.07 0.03 0.10 0.00 0.58 0.06

MEDICAL AID RATE

TOTAL 0.11 0.18 0.29 0.11 0.06 0.02 0.08 0.08 0.28 0.04

EMPLOYEE 0.07 0.13 0.29 0.00 0.04 0.06 0.14 0.00 0.07 0.05

CONTRACTOR 0.36 0.20 0.27 0.15 0.07 0.00 0.05 0.10 1.00 0.03

LOST WORK DAYS RATE

TOTAL 3.25 2.37 9.51 0.45 3.90 1.04 3.01 0.00 6.20 2.43

EMPLOYEE 4.48 4.01 13.73 0.00 6.92 0.00 0.00 0.00 7.97 0.00

CONTRACTOR 1.97 1.57 1.64 0.59 1.13 1.04 3.59 0.00 0.00 3.96

OCCUPATIONAL DISEASE CASES

TOTAL

EMPLOYEE 0.01 0.05

CONTRACTOR

70 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

Fatalities: We regret to report that we had two fatalities in 2017. In February, we lost William Francisco Garrido Miranda, a

contractor at our Pascua-Lama site in Chile, when he suffered fatal injuries after an unsecured load fell on him. In November,

we had a second fatality when Eulogio (Bot) Gutierrez, a surveying technician at our Hemlo mine in Canada, was fatally injured

after being struck by a piece of mobile equipment while working in the underground mine.

Types of Injuries: Through data collection and monitoring, we have identified respiratory illness, improper body positioning

that contributes to sprains and strains, fatigue and poor lifestyle health as the top health risks within the Company.

403-3 Workers with high evidence or high risk of diseases related to their occupation

Occupational Health and Wellness

ICMM UNGC

4 5

HIV/AIDS and malaria remain a health problem for many people in Zambia. We have programs in place, often in collaboration

with NGO partners, to address these illnesses, including HIV/AIDS Voluntary Counseling and Testing (VCT), HIV/AIDS awareness,

peer educators, anti-retroviral therapy (ART), and mosquito abatement. These programs have both on-site and community

components. One hundred percent of at-risk people who work for Barrick and their families (with regard to HIV/AIDS and/or

malaria) are currently eligible to access preventive initiatives or treatment. Affected people and their families are receiving treat-

ment, highly subsidized or free of charge.

403-4 Health and safety topics covered in formal agreements with trade unions

Labour Organizations

ICMM UNGC

4 5

100% of agreements with unions cover safety and health topics.

71BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI

DIVERSITY AND EQUAL OPPORTUNITY 405

406 NON-DISCRIMINATION23

Management Approach Non-Discrimination ICMM UNGC

1 1 2 6

Barrick is committed to providing equal opportunity and free-

dom from discrimination for all our people. Numerous studies

– including our own internal reporting, assessments, and

investigations – have confirmed that gender equality, sexual

harassment, and gender-based violence are very real risks in

the mining industry. Mining continues to be a male-dominat-

ed industry.

We also operate in environments where treatment of women

may not always reflect international norms, including the

right to equality and non-discrimination. Indeed, Barrick’s

own past experience regarding sexual violence when we op-

erated the Porgera mine reflects that unfortunate reality.

Barrick’s Code of Business Conduct and Ethics, our Human

Rights Policy, and our Policy with Respect to the

Declaration of Fundamental Principles and Rights at

Work set the tone for the maintenance of a safe and ethical

workplace at all Barrick operations and offices. We require that

our work environment be free from discrimination and harass-

ment. We also extend these commitments to our third parties

through our corporate policies.

In 2017, approximately 12% of Barrick’s workforce was fe-

male, including approximately 15% of management, 13% of

executives and 13% of the Board of Directors. Following the

annual general meeting on April 24, 2018, 20% (3 of 15) of

the members of Barrick’s Board of Directors are women.

EMPLOYMENT PRACTICES

Barrick is committed to fair employment practices and a work-

place in which all individuals are treated with dignity and re-

spect. We do not tolerate discrimination. Our Code of Business

Conduct and Ethics and Human Rights Policy both cover harass-

ment and discrimination, and require Barrick to deal fairly with

our people and third parties. We believe that every individual

within the Company must be accorded equal treatment, and

we are each responsible for a workplace that is free from all

forms of discrimination, harassment and retaliation.

The Company expects that all relationships among our people

in the workplace will be professional and free of bias and

harassment. We are committed to promoting equal oppor-

tunity in the workplace and treating all people – both our

people and potential personnel – based on their merit. The

fundamental criteria for career advancement are work perfor-

mance, qualifications, competence, abilities, skills, knowledge

and experience relevant to the job.

We consider men and women equally in our search for new

personnel, and people of either gender are encouraged to

apply for employment in all job categories. Men and women

employed in the same job category receive the same remu-

neration, according to their level of experience and length

of employment. However, there may be a gender bias that is

predominant in different labor categories. For example, out-

door manual labor may have a higher hourly pay than inside

office workers, and there may be a bias of males in the first

category and females in the second. Where this occurs, there

may be a perceived gender bias in salary. This may actually

reflect a gender bias in the choice of work categories rather

than in the rates of pay. In 2017, the ratio of male to female

salaries at Barrick was 0.93.

Anyone who is found, after appropriate investigation, to

have engaged in unlawful discrimination, victimization, or

harassment of another person at Barrick will be subject to

appropriate disciplinary action, which, depending on the

circumstances, may include dismissal. In all cases, the action

will be designed to avoid repetition of the conduct.

To underscore our steadfast position against sexual harass-

ment in the workplace, we have a global anti-harassment

standard. We also have dedicated programs to address sexual

harassment, which include training, reporting, monitoring

and other steps to reduce the likelihood of harassment and

assist victims when it occurs.

In 2017, approximately 5,800 people at Barrick were trained

on harassment, including sexual harassment.

23 Barrick’s Management Approach to Diversity and Equal Opportunity and Non-Discrimination are the same.

72 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

We recognize that we still have much work to do on our

sites and in our offices and we are considering additional

programs in local communities focused on gender rights

and gender-based violence. We acknowledge that we have

a responsibility to help prevent and mitigate human rights

violations in our local communities, as on our properties, and

we are actively considering additional programs and initiatives

to help meet that responsibility.

405-1 Diversity of governance bodies and employees

Non-Discrimination ICMM UNGC

3 6

EMPLOYEES BY CATEGORY AND DIVERSITY – 2017

TOTAL % GENDER % MINORITY GROUP

AGE GROUP %

MALE FEMALE <30 30-50 >50

EXECUTIVES 1% 87.1% 12.9% 1.6% 51.6% 48.4%

MANAGEMENT LEVEL

5% 84.9% 15.1% 7.1% 2.1% 60.1% 37.8%

NON-MANAGEMENT EMPLOYEES

94% 88.1% 11.9% 4.8% 17.2% 64.1% 18.7%

TOTAL 100% 87.9% 12.1% 4.9% 16.3% 63.8% 19.9%

405-2 Ratio of basic salary and remuneration of women and men

Non-Discrimination ICMM UNGC

3 6

RATIO OF MALE TO FEMALE SALARY – 2017

BARRICK TOTAL 0.93

ARGENTINA 0.85

CANADA 1.01

CHILE 1.26

DOMINICAN REPUBLIC 0.99

PERU 0.94

UNITED STATES 1.08

ZAMBIA 1.21

73BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI 407 FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

408 CHILD LABOR

409 FORCED OR COMPULSORY LABOR

Management Approach24 Working Conditions ICMM UNGC

1 3 1 2 3

We support freedom of association, have zero tolerance

for forced labor or child labor, and enforce a minimum-age

requirement for our people.

Mining is a sector in which people may not always have the

right to just and favorable conditions of work.

Our industry operates in environments where the use of forced

and child labor, particularly in local communities and in supply

chains, persists. In these locations, freedom of association,

and the right to participate in labor associations, also may be

strained. Barrick is committed to upholding the elimination of

all forms of forced and compulsory labor, and to supporting

the effective abolition of child labor. Barrick also supports the

rights of workers to join a union or other labor association. We

extend these commitments to our third parties.

Barrick’s Code of Business Conduct and Ethics (“the

Code”), our Human Rights Policy, and our Policy with

Respect to the Declaration of Fundamental Principles

and Rights at Work set the tone for the maintenance

of a safe and ethical workplace at all Barrick operations

and offices. In 2017, approximately 3,650 people received

e-training that included specific material regarding child labor

and modern slavery and trafficking, including how to identify

them on-site and in local communities, and where to report

concerns where suspicions of child labor or modern slavery

and trafficking may exist.

CHILD LABOR

Child labor is the employment of children that is economi-

cally exploitive, likely to be hazardous or to interfere with the

child’s education, or likely to be harmful to the child’s health

or physical, mental, spiritual, moral, or social development.

The legal age at which young people may work varies from

jurisdiction to jurisdiction. Barrick does not knowingly employ

a person who is under the legal age of employment or where

that employment would contravene the International Labour

Organization’s convention for age of employment. Barrick’s

minimum age for employment is 18; therefore, our hiring

practices preclude child labor at our sites in all countries

where we operate.

Barrick’s most significant contributions to the effective abo-

lition of child labor are our global investments in education,

such as our partnerships with One Laptop per Child, the

Public Education Foundation in Nevada, and our community

infrastructure development projects that support schools,

community centers, and recreational areas. We include infor-

mation on child labor in our human rights training, providing

information to people on how to identify and report concerns

regarding child labor. We have also introduced a child rights

and security checklist, which address the hiring of children in

the security context, among other issues.

FORCED LABOR AND MODERN SLAVERY

Forced and compulsory labor is any work or service, not vol-

untarily performed, that is extracted from an individual under

threat of force or penalty. This includes bonded or indentured

labor, slavery or similar coerced labor arrangements.

Barrick does not engage in any type of forced or compulsory

labor at any of our operations or offices.

Since 2016, we have included in our global human rights

training a module on how our people can identify and report

concerns regarding modern slavery and trafficking, whether

internally or in our communities. In 2017, Barrick’s human

rights assessments were updated to include an enhanced

assessment of trafficking.

We readily acknowledge there are more steps we can take.

These include thinking about additional approaches to iden-

tify modern slavery in our supply chain and further educating

our workforce on how to spot evidence of modern slavery

in local communities. We also will continue to work with

civil society and other experts to identify new approaches to

address this global problem.

24 Barrick’s Management Approach to Freedom of Association and Collective Bargaining, Child Labor, and Forced and Compulsory Labor are reported on together in Barrick’s online 2017 Sustainability Report.

74 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

FREEDOM OF ASSOCIATION

Barrick respects the rights of our people to freedom of associ-

ation and collective bargaining. This includes the right of each

individual to join a union or other labor association. We have

a number of facilities around the world with unions or bar-

gaining associations. Approximately 26% of our people are

represented by unions or collective bargaining associations in

three countries. In addition, people are represented by unions

at the Veladero and Porgera mines (which are not operated

by Barrick).

Due to our practice of communicating regularly with these

associations, we have not had many significant labor relations

issues involving our unions. Indeed, we strive to work closely

with labor unions or collective bargaining associations to

develop and manage effective labor relations programs.

Depending on the requirements of the labor union or

association, sites with union membership often have safety

topics included in labor agreements. We consider activities

and actions conducted by site safety and health committees

to be essential to embedding a culture of safety within the

Company.

408-1 Operations and suppliers at significant risk for incidents of child labor

Working Conditions ICMM UNGC

1 3 1 2 5

Barrick has not identified evidence of slave or forced labor, child labor or human trafficking on any Barrick-operated site.

Please see our Management Approach to Child Labor (above) for a full discussion on the measures Barrick takes to contribute to

the effective abolition of child labor.

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

Working Conditions ICMM UNGC

1 3 1 2 4

Barrick has not identified evidence of slave or forced labor, child labor or human trafficking on any Barrick-operated site.

75BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI SECURITY

PRACTICES410

410 Management Approach Security ICMM UNGC

1 3 1 2

Barrick explores and operates in diverse locations around the

world where security contexts vary greatly. We also produce

a precious commodity – gold – and our mine sites house

valuable equipment, vehicles, commodities and materials

that must also be safeguarded. In light of this, we recognize

the need for an effective security program to protect people,

products, assets and reputation.

Often that means having to rely on public and private se-

curity. As a result, we may have no choice but to enter into

relationships with security forces that have questionable hu-

man rights records, over which we have no control. The need

to enter into these security relationships may arise because

of violence in local communities, threats to the site and our

people, or because the government insists on public security

to protect an important national resource.

Human rights–related issues in the mining sector that have

involved public security personnel include:

• Discouraging union activity

• Enforcing or extracting forced labor

• Enforcing workforce discipline

• Clearing or resettling people from their land

• Using excessive force to make arrests or reduce security

risks

• Responding with violence to peaceful protests

• Intimidating local communities, NGOs, and activists

• Engaging in extortionate behavior, including taking mon-

ey or equipment and sexual assaults

In addition, in developing countries, it is becoming increasing-

ly common for governments to assign military personnel to

perform policing activities, which has occurred at Porgera and

elsewhere. Some of the challenges for companies can arise

based on the distinct training regimens for military and police

personnel, and access to appropriate equipment for policing

activities.

In all locations, we contract with and employ private security

personnel. While private security personnel at our sites gen-

erally do not carry hard munitions, they nonetheless can be

implicated in serious human rights abuses. Many have prior

experience in local police or military forces in which respect

for human rights may be wanting or uneven, or are from

local communities where violence is prevalent. Fully reliable

vetting can be a challenge, and despite company training,

messaging and monitoring, improper practices related to the

use of force, detention, or investigations may occur. Indeed,

local private security providers perpetrated the gender-based

violence at Porgera, demonstrating vividly and terribly how

substantial the risks of negative impacts can be and how

attentive we and other companies must be to those risks.

Because of these issues and others, multiple studies have

confirmed that companies in the extractive sector, including

Barrick, often face salient risks arising from their reliance on

public or private security forces.

Barrick has developed a Security Policy and Security

Management System designed to respect human rights while

protecting persons and property associated with our mines.

We categorize our operations according to the security risk

and, based on the security threat and the location of the

operation, we determine which procedures and what type

of protective equipment and infrastructure are required.

Recognizing the risks that security-related matters pose to

human rights and other areas of sustainability, security is sub-

ject to partial oversight from Barrick’s legal governance and

compliance function. All security personnel receive human

rights training on an annual basis. All of Barrick’s training

requirements apply to third-party organizations providing

security personnel.

In 2017, we regret that we experienced a security-related

incident at the Lumwana mine in Zambia. Incidents also oc-

curred at the Porgera mine (which Barrick does not operate)

in Papua New Guinea.

At Lumwana there was an incident in which site security

personnel improperly treated suspects arrested in the

76 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

township. Following an investigation, site security personnel

were terminated.

At the Porgera mine, there were two security-related allega-

tions in 2017. In March, national police cleared residential

structures near the site fence line. This activity resulted in al-

legations of police misconduct and human rights abuses from

community organizations. These were very serious allegations

and which the police, the Independent Monitor, and the PJV

investigated thoroughly. These allegations were clearly shown

to be false, both as to PJV complicity in the activity and as to

the substantive human rights allegations. Also, in March, a

local group alleged that the police committed a sexual assault

near the mine. This allegation was investigated and, as of yet,

has not been confirmed. No individuals have come forward

for medical or humanitarian assistance.

The Voluntary Principles on Business and Human Rights (VPs)

guide and dictate our overall approach to providing security

on a global basis; they are integrated into our Security Policy

and operationalized by our Security Management System.

This includes our engagement with public security provid-

ers (e.g., host nation military and police representatives)

who may provide external security and response assistance,

as well as private security providers. The VPs also help us

formulate guidelines and train security personnel on the use

of force and respect for human rights. We have Memoranda

of Understanding with security agencies in Zambia, Peru,

and the Dominican Republic, reflecting the terms of the

VPs. The Porgera Joint Venture also has a Memorandum of

Understanding with local police forces in Papua New Guinea.

Barrick has created a template reflecting our security and

human rights expectations for joint ventures and affiliates in

which we have an interest but do not control, and seeks to

use our leverage to help implement those expectations.

We seek to collaborate with peers to improve performance in

this space. In July 2016, we organized, with UNICEF Canada

and the Government of Canada, a multi-sector working

group to create a checklist and handbook related to the VPs

and children’s rights. The checklist was launched in March

2017 and we subsequently revised Barrick’s Corporate VP

Standard to align with this new best practice guideline.

Barrick also leads the Voluntary Principles Initiative (VPI)

Training Project Working Group. We are working to develop

a model security and human rights training package that will

be available to all VPI members and perhaps more broadly.

Over the past several years, there are many ways in which we

have sought to abide by the VPs, including:

• Focusing on the use of less-than-lethal munitions as part

of our security approach;

• Helping to arrange for an independent observer of public

security operations;

• Conducting background checks on security personnel

or contractors, including developing a pre-employment

procedure whereby we can use expanded searches and

different forms of identity documentation if needed;

• Facilitating human rights training for public security

at several locations, including in partnership with the

International Committee of the Red Cross;

• Providing substantive input into public security training

materials;

• Encouraging local stakeholder consultations related to

public security arrangements with a range of govern-

ments;

• Participating in local working groups to discuss practices

and their implementation;

• Reporting human rights incidents related to public se-

curity to appropriate authorities, sharing related internal

information, and urging investigations; and

• Participating in and leading working groups with a range

of stakeholders to develop tools and identify best prac-

tices to assist in implementation.

We assess our compliance with the VPs regularly through

multiple internal and external review channels, develop

action plans for follow-up, and consider the outcomes of the

reviews in developing and strengthening our programs. For

example, we conduct audits of both our compliance with the

VPs (both internal audits and third-party audits) and our com-

pliance with all related policies and procedures, such as the

Security Code of Conduct, Use of Force procedure, pre-em-

ployment screening and related requirements.

In 2017, we conducted audits of security-related standards

across three Barrick-operated sites (Pueblo Viejo, Cortez,

and Lumwana) and three sites not operated by Barrick (Jabal

Sayid, Porgera and Veladero) and worked to implement

recommendations and follow-up activities. These audits

77BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

identified improved engagement between security person-

nel and the community at Pueblo Viejo, as well as increased

conformance with the Voluntary Principles at Pueblo Viejo

and Jabal Sayid.

Since 2011, we have also engaged Bureau Veritas to conduct

annual external ICMM assurance audits on the VPs at some

sites, resulting in a public Assurance Letter. As part of that

process, Bureau Veritas completed a VP assessment at Pueblo

Viejo in the Dominican Republic in early 2018.

Although these steps help mitigate the risks posed by public

and private security, we recognize that substantial challenges

remain. We will continue to consider approaches to vetting

and training private security providers, including through

collective action; the International Code of Conduct for

Private Security Contractors Association (ICOCA) and activities

within the VPs are both potential avenues. We also will con-

sider ways, through the VPs, home governments and other

approaches, to help enhance the human rights training for

public security, and avoid having public security officers with

credible human rights violation accusations assigned to pro-

vide security around our sites. We will continue to work with

leading civil society organizations, companies, and govern-

ments to identify best practices and practical solutions to the

continued risks that security forces pose. In 2017, Barrick’s

Security team also conducted external benchmarking and

research into step-change opportunities for the Company’s

security performance, particularly in terms of security struc-

tures and operating models.

PRIORITIES IN 2018

• Zero severe security-related incidents at Barrick-operated

mine sites.

• Conduct assurance reviews at seven sites. These reviews

will emphasize the role of critical security controls and

overall effectiveness of security program.

410-1 Security personnel trained in human rights policies or procedures

Security ICMM UNGC

1 3 1 2

In 2017, over 800 Barrick security personnel and approximately 790 Security contractor personnel (100% of security personnel)

received dedicated, in-person human rights training, including use-of-force training. This comprised more than 17,500 hours of

total training. All security personnel receive human rights training on an annual basis. All of Barrick’s training requirements apply

to third-party organizations providing security personnel.

78 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

GRI RIGHTS OF

INDIGENOUS PEOPLES 411

411 Management Approach Indigenous Peoples ICMM UNGC

1 3 1 2

Successful partnerships with Indigenous Peoples can con-

tribute to more sustainable land management, and a stable

operating environment. Indigenous Peoples often have

profound and special connections to the environment where

Barrick operates.

These connections are tied to their physical, spiritual, cultural,

and economic well-being. Considering the values, needs, and

concerns of Indigenous Peoples in site activities is fundamen-

tal to our partnership approach and the way we do business.

Doing so can support the development of long-term, mutual-

ly beneficial relationships with those affected by our activities.

Sites where Indigenous Peoples have rights over or special

connections to the land where mining-related activities are

located are required to develop and implement an Indigenous

Peoples Plan that outlines specific actions to engage, address

impacts, and provide opportunities to Indigenous Peoples.

New projects and significant expansions of operations located

on lands traditionally owned by, or under the customary

rights of, Indigenous Peoples must also align their activities

with the ICMM Position Statement on Indigenous Peoples

and Mining. As a company, Barrick has committed to work

towards obtaining consent from significantly impacted

Indigenous Peoples for new projects and major changes to

existing projects, aligned with the ICMM Position Statement.

WESTERN SHOSHONE IN NEVADA

The Cortez, Goldstrike, and Turquoise Ridge mine sites in

northern Nevada exist within what was the traditional territo-

ry of the Western Shoshone people.

While ownership of nearly all of this traditional territory now

resides with the United States government, Barrick believes

that the Western Shoshone tribes and bands that are located

near our operations should realize long-term benefits from

the development of mineral resources on these lands. For this

reason, Barrick entered into a “Collaborative Agreement”

with a group of Western Shoshone Tribes and Bands. The

Collaborative Agreement is aimed at maintaining regular,

ongoing engagement between Barrick and these Western

Shoshone communities and sharing a spectrum of benefits

derived from Barrick’s operations with this important stake-

holder group.

COLLABORATIVE AGREEMENT

The Collaborative Agreement between Barrick and the

leaders of four Western Shoshone Tribes (Duckwater, Ely,

Yomba, and Duck Valley) was signed in 2008. The South Fork

and Wells Bands of the Te-Moak Tribe subsequently signed in

2011, the Elko Band signed in 2012, and the Te-Moak Tribe

signed in 2013. While the Battle Mountain Band has not yet

signed the Agreement, this community is included in virtually

all of the Western Shoshone programs that Barrick imple-

ments or supports. All of the signatories agreed to an Update

of the Agreement, which was finalized in 2014.

The Collaborative Agreement establishes a common vision

of long-term engagement and collaboration between Barrick

and the eight Western Shoshone communities near Barrick’s

Nevada operations. Under the Collaborative Agreement,

Barrick shares benefits with these communities through

support of education and socio-economic development pro-

grams that benefit community members. The Collaborative

Agreement does not require signatory tribes and bands to

give up their rights to challenge or oppose any of Barrick’s

current or proposed mining operations. Additionally, the

Collaborative Agreement does not give Barrick any rights to

exploration, development or operation of mineral deposits or

mines, or access related to these activities. Barrick does not

conduct any activities on tribally owned lands in Nevada.

ONGOING ENGAGEMENT

Barrick maintains a program of frequent engagement with

the Western Shoshone communities, including Quarterly

Dialogue Meetings hosted by one of the tribes or bands.

These meetings include council members, elders, members of

various Advisory Committees, and Barrick staff and relevant

consultants; they are also open to the broader Western

Shoshone community. Barrick Native American Affairs staff

and consultants also engage informally with the Western

Shoshone communities on a frequent basis. This

79BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

includes attendance at open council meetings to provide up-

dates and discuss concerns or interests, meetings with council

leadership, meetings with managers of and beneficiaries of

tribal programs that Barrick supports, participation in and

attendance at community programs and functions, working

with Western Shoshone scholarship recipients, and other

tribal activities.

WESTERN SHOSHONE SCHOLARSHIP FOUNDATION

(WSSF)

The Collaborative Agreement established the Western

Shoshone Scholarship Foundation, a registered non-prof-

it foundation funded by regular donations derived from

Barrick’s Nevada operations. The foundation currently has

assets of over $7.4 million and funds higher-education schol-

arships. At the time of writing, the WSSF has awarded 1,410

scholarships to Western Shoshone students who attend

universities, colleges and vocational schools throughout the

United States. The Foundation has granted $3.1 million since

it was established and will continue to assist future genera-

tions of Western Shoshone achieve their educational goals.

WESTERN SHOSHONE CULTURAL ADVISORY GROUP

(WSCAG)

Under the Collaborative Agreement, Western Shoshone com-

munities and Barrick established a cultural advisory group to

provide input on exploration and mining projects and opera-

tions. The WSCAG is composed of elders and cultural leaders

of the eight Western Shoshone communities. This group also

acts as another forum for shared understanding between

Barrick and the Western Shoshone.

COMMUNITY DEVELOPMENT INITIATIVES

Barrick supports a broad range of community development

initiatives benefiting Western Shoshone communities, includ-

ing programs focused on education, health, family welfare,

and economic advancement.

Educational programs include a robust outreach and support

program for Western Shoshone high school students to sup-

port paths to careers, including college and loan applications;

tech and vocational education pursuits; scholarships and

internships. In addition, Barrick supports providing computer

equipment, library facilities, after-school programs that in-

clude tutoring and mentoring, supplementary nutrition, fam-

ily counseling on educational opportunities, youth leadership

events, and educational infrastructure in the communities.

Health initiatives focus on diabetes, nutrition, elder care,

sports, exercise, and recreation.

Family welfare support has included programs aimed at child

welfare, seniors, domestic violence, substance abuse and

community healing.

Economic development initiatives include business manage-

ment mentoring and consulting for tribal businesses, compre-

hensive community planning, upgrading of tribal infrastruc-

ture including tribal buildings, housing, roads, water systems,

communications and internet access, and the development of

additional infrastructure.

Barrick supports traditional cultural activities undertaken by

the eight partner communities, including pow wows, fan-

dangos, and other traditional practices. Cultural support also

includes Shoshone language programs within the commu-

nities: four community-based Western Shoshone language

programs; Shoshone Cultural Language Institute (SCLI); and

a dual-credit Western Shoshone language course through

Great Basin College.

The SCLI program brings high school–aged youth from

Western Shoshone communities to Great Basin College

every summer for a six-week residency program of language

instruction and related cultural activities. In addition, the

youth work with university staff to create Shoshone language

resources such as children’s books illustrating traditional sto-

ries in the Shoshone language and a talking dictionary. These

resources are made available to Western Shoshone commu-

nities for their use in community-level language and cultural

programs. SCLI staff also provide teacher training for those

teaching Shoshone in the communities.

DIAGUITA COMMUNITIES NEAR PASCUA-LAMA

The Diaguita are the main Indigenous group in the area of

Chile where the Pascua-Lama project is located. They com-

prise nearly six percent of the regional population, amounting

to some 10,000 Diaguita in the region.

Pascua-Lama is located 80 kilometers from the nearest

Diaguita settlement, making them some of the project’s clos-

est neighbors. Barrick continues to engage with the Diaguita

and other local communities around the Pascua-Lama project

to sustain dialogue and build greater trust; our emphasis is on

transparent and open communication.

80 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

FIRST NATIONS COMMUNITIES NEAR HEMLO

Barrick’s Hemlo mine in northern Ontario is within close

proximity of both the Pic Mobert and Biigtigong Nishnaabeg

(formerly Pic River First Nations).

Barrick has developed strong relationships with both commu-

nities and actively engages with them on a number of issues,

including skills development and environmental stewardship.

The relationship provides both First Nations with opportuni-

ties for labor contracts, consultation on site closure planning,

and training and educational opportunities.

COMMUNITY AGREEMENTS

We have agreements in place with Pic Mobert First Nation

and Biigtigong Nishnaabeg, which provide a foundation of

positive working relationships, specifically with regard to

information sharing, environmental impacts, community/

cultural support, youth support, capacity building, training

and employment. An Implementation Committee has been

formed with both First Nations consisting of representatives

from the First Nation and the mine. The groups meet every six

weeks to facilitate dialogue and maintain interactive relation-

ships.

In October 2015, a memorandum of understanding (MoU)

was signed with the Métis Nation of Ontario; the MoU’s

objective is to establish a mutually beneficial, cooperative,

productive, and ongoing working relationship between the

mine and the Métis Nation of Ontario (MNO).

ENVIRONMENTAL MONITORING

Barrick provides ongoing funding for both First Nations to

employ environmental monitors, one from each local First

Nation community. Monitors work primarily in the First

Nation, with only limited time spent at the mine site where

they engage first-hand with Hemlo’s environment department

in our sampling program and environmental monitoring

program, when needed.

MM5 Total number of operations taking place in or adjacent to indigenous peoples’ territories, and number and percentage of operations or sites where there are formal agreements with indigenous peo-ples’ communities

Indigenous Peoples ICMM UNGC

3 1 2

Four of Barrick’s mine sites (Hemlo, Cortez, Goldstrike and Turquoise Ridge) are located near the traditional territories of

Indigenous Peoples. Barrick has formal agreements with the communities near these sites. As well, the Pascua-Lama project is

located near the traditional territories of the Diaguita people.

411-1 Incidents of violations involving rights of indigenous peoples

Indigenous Peoples ICMM UNGC

3 1 2

No recorded incidents of violations involving the rights of indigenous peoples in 2017.

81BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

GRI HUMAN RIGHTS

ASSESSMENT 412

412 Management Approach Human Rights; Human Rights Assessments

ICMM UNGC

1 2 3 10

As a fundamental operating principle, we strive to respect

human rights wherever we do business and recognize the

equality and dignity of the people with whom we interact

every day. Respect for our people, local community members,

and local governments is part of our core values, which guide

us in all we do.

Carrying out that respect every day, in every situation, every-

where we operate, poses challenges for a global company

like ours. We have interests in mining operations on five

continents, employ more than 10,000 workers, have some

12,000 contractors, and work with some 10,000 vendors

each year. Our mines operate in highly diverse social, eco-

nomic and political environments, including locations where

human rights may not be fully recognized or protected. Each

location has a different cultural context, faces different risks

of negative human rights impacts, and encounters different

expectations from their respective host communities, govern-

ments, and key stakeholders.

Barrick’s human rights compliance program is designed to

help embed ethical behavior and a respect for our people and

partners throughout our diverse operations. On a philosoph-

ical level, the compliance program is not a risk mitigation

effort for the company; rather, it is a reflection of the compa-

ny’s values and an outgrowth of our commitment to respect

human rights and avoid negative human rights impacts.

Approximately 7,350 of our people received human rights

training in some format in 2017, including all Security person-

nel and contractors, and all Community Relations personnel.

In total, this comprised more than 8,000 hours of human

rights training across the Company.

We know that no program can eliminate all negative impacts

that we may cause, contribute to, or be linked to through our

operations. We believe, however, that through a logical and

embedded program, we can mitigate those risks, and provide

appropriate remedies when breaches take place.

We have defined five core principles that underpin our hu-

man rights compliance program and six systematic elements

that help us implement the program effectively. The compli-

ance program, in turn, assists us in preventing or mitigating

risks to rights-holders in six salient risk areas.

CORE PRINCIPLES OF BARRICK’S HUMAN RIGHTS

PROGRAM

Through the five principles of the human rights compliance

program, we strive to meet the responsibilities identified

for companies in the UN Guiding Principles on Business and

Human Rights (UNGPs), and maintain a structure that puts

our human rights aspirations into practice.

We accept, as we must, that even with the program, we still

may cause, contribute to, or be directly linked to negative

human rights impacts. Nor will the program always provide

ready solutions to the dilemmas and challenges that we con-

tinually face. What the program does is to compel us to take

a coherent and holistic approach, driven by clear guidelines

and requirements, and with the necessary tools to operation-

alize it across our organization. And when we get this right,

we move closer to fulfilling the simple commitment we set

for ourselves: to respect human rights wherever we do busi-

ness and to recognize the equality and dignity of the people

with whom we interact every day.

82 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

THE FIVE CORE PRINCIPLES OF THE HUMAN RIGHTS COMPLIANCE PROGRAM

Principle 1: Grounded in Global Standards: Our human rights program is grounded in international human rights norms, in-cluding the International Bill of Human Rights and the eight core conventions of the International Labour Organization, and guided by the UN Guiding Principles on Business and Human Rights, the 10 Principles of the UN Global Compact, and similar standards. Internally, we treat human rights norms as obligatory and non-op-tional, like the laws we are subject to, wherever we operate. We believe that only through a globally integrated human rights compliance program can we meet our responsibility to respect the human rights of all our stakeholders.

Principle in practice: As a member of the International Council on Mining and Metals (ICMM), we are committed to conducting business in accordance with the ICMM’s Sustainable Development Principles, which include a commitment to upholding fundamental human rights and respecting culture, customs, and values in deal-ing with our people and others affected by our activities.

Principle 2: Leadership from the Top: We believe that every person in every functional unit plays a role in respecting the human rights of our people, contractors and community members. At the same time, leadership from the top is essential to the program’s success, including emphasizing the importance of the Program and the values that underlie it, and reflecting those values in practice.

Principle in practice: The Board of Directors approved our Human Rights Policy and Code of Business Conduct and Ethics. The Corporate Responsibility Committee of the Board oversees our Human Rights Program, receiving quarterly briefings. Executive Management seeks to reinforce the importance of respecting hu-man rights by championing the Program and ethical behavior more generally, and there is frequent internal messaging regarding the values associated with the program, including through our weekly global Business Program Review (BPR) meetings. In 2012, we also established a Corporate Social Responsibility Advisory Board to provide Barrick’s senior executives with external advice and guid-ance, and we tie human rights to executive compensation and our global bonus scorecard.

Principle 3: Embedded Throughout the Organization: Respecting human rights is a shared global responsibility. We have worked hard to integrate human rights considerations into Barrick’s values, governance frameworks and the corporate management systems of different functional units. From Supply Chain and Human Resources to Security and Community Relations, when human rights elements are entrenched within day-to-day job performance to the point that they are indistinguishable from other aspects of work activities, they are truly operationalized and sustainable.

Principle in practice: In our hiring practices and vendor onboard-ing, we have embedded pre-screening questions for prospective Barrick people and vendors, essentially treating human rights concerns as a basic qualification. Our security procedures related to use of force, investigations, and detention, our environmental pro-cedures related to water and pollution, and our safety procedures related to occupational health have been reviewed to account for potential human rights risks and impacts. One major improvement has also been strengthening of grievance mechanisms to include a category of human rights, greater responsiveness, corporate accountability and analysis of trends result in procedural changes. We are seeking to enhance our baseline due diligence, including specifically in relation to slave and forced labor, through a new compliance technology platform that will provide improved screen-ing approaches.

Principle 4: Shared Learnings: To improve our own practices and to advance business respect for human rights, we are committed to sharing our successes, failures, and program features. We have formed, joined, and led initiatives and working groups focused on dialogue and mutual learning, such as the BSR Human Rights Working Group and the UN Global Compact, actively trying to advance human rights in the business community and offering examples of how it can be done and pitfalls to be avoided.

Principle in practice: Barrick serves on the Steering Committee for the UN Global Compact’s Business for Peace Initiative and participates in the Global Compact Human Rights and Labor Working Group, as well as the UN Global Compact Supply Chain and Sustainability Working Group. In 2013, after recognizing that Canada lacked a local Global Compact network, we helped inau-gurate the Global Compact Network Canada (GCNC), and have been on its Board of Directors since that time. We have led GCNC working groups to create a security and human rights assurance guide, a supply chain sustainability report, a podcast series on the Global Compact’s ten principles, and an e-book on anti-corruption compliance. Most recently, we led a working group sponsored by the Government of Canada to raise awareness of the OECD Guidelines for Multinational Enterprises for Canadian businesses. In 2017, to help raise awareness around and identify collective solutions to endemic state and private sector human rights barri-ers, we sponsored a roundtable in Northern California with

83BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

Freedom House on improving engagement between companies and human rights defenders, and a conference in Washington, D.C. on remedy in situations of limited leverage.

Principle 5: Partnership and Collaboration: We continue to face human rights dilemmas that defy easy answers. Addressing them is possible only in partnership and collaboration with our peers, business partners, and other stakeholders. While we may not always agree with our critics, we are committed to listening to their concerns and learning from their ideas. Through global multi-stakeholder initiatives such as the Voluntary Principles on Security and Human Rights (VPs), and through our community engagement at the local level, we work to advance respect for human rights both in our own operations and among the broader business community.

Principle in practice: Barrick has played an active role in the VPs, the leading multi-stakeholder initiative for security and human rights, including serving on its Steering Committee (2012-13, 2016-18), and chairing the Corporate Pillar (2013). In 2012, we volunteered to lead a working group to create a series of key per-formance indicators that are now followed by a number of com-panies, including us, in their reporting within the initiative. More recently, recognizing a lack of uniformity among companies and governments in their security support agreements, we participated in a VPs working group to create model clauses to use in support agreements between companies and governments. We have par-ticipated in a wide range of awareness raising activities, including most recently co-leading a working group with UNICEF to create a checklist and handbook applying the VPs to children's rights.

THE SIX SYSTEMATIC ELEMENTS OF THE HUMAN

RIGHTS COMPLIANCE PROGRAM

Barrick’s Human Rights Compliance Program is a systemat-

ic global approach to help all our people, contractors, and

business partners respect the human rights of all internal and

external stakeholders impacted by our operations. We know,

of course, that no program can eliminate all negative impacts

that we may cause, contribute to, or be linked to through

our operations. But we also believe that through a logical and

embedded program, we can mitigate those risks, and provide

appropriate remedies when breaches take place.

Our Human Rights Compliance Program tries to maintain

consistency with the UN Guiding Principles on Business and

Human Rights (UNGPs) and other international norms. It also

attempts to maximize efficiencies with other company com-

pliance programs and activities wherever possible, enabling a

coherent company approach composed of a culture of com-

pliance, clear human rights guidelines and requirements, and

effective global operationalization.

To meet our objectives, there are six systematic elements that

help define the program:

• Policies and Procedures

• Governance and Oversight

• Due Diligence

• Training and Advice

• Disciplinary Action and Remedy

• Monitoring and Reporting

• Salient Human Rights Risks

ELEMENT 1: POLICIES AND PROCEDURES

Our Code of Business Conduct and Ethics and Human Rights

Policy reflect the key requirements of our program, which are

buttressed by a range of policies, procedures and standards.

POLICIES

Critical to any effective compliance program is a clear substan-

tive policy and effective implementing documents. In 2011, we

modified our Code of Business Conduct and Ethics to in-

clude an explicit commitment to respecting human rights. Also

in 2011, we adopted a stand-alone Human Rights Policy, which

contains the philosophical premise behind our human rights

approach: that we will respect the human rights of all stake-

holders impacted by our operations. It unequivocally states,

“Barrick does not tolerate violations of human rights commit-

ted by its employees, its affiliates or any third parties acting on

its behalf or related to any aspect of a Barrick operation.”

We regularly review and update the Policy, and solicit feed-

back on how it can be improved. In the course of modify-

ing the Code and creating and revising the Policy, we have

engaged with a wide range of experts, including the Keenan

Ethics Institute, the Danish Institute for Human Rights, Triple

R Alliance, our CSR Advisory Board and Professor Ruggie, UN

Special Rapporteurs, BSR, and many others.

84 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

The Policy applies to Barrick corporate offices and to every as-

pect of the mines and projects that Barrick operates, including

all our people (on or off duty) and third-party contractors. It

further declares that a human right is one recognized by the

International Bill of Human Rights. It also mandates that we

follow the International Labour Organization’s Declaration on

Fundamental Principles and Rights at Work, and we maintain

a separate policy specifically dedicated to implementing the

Declaration.

PUTTING IT INTO PRACTICE

While creating policies is important, meeting our commit-

ment is the bigger test. We try to meet that test by em-

bedding human rights considerations into Barrick’s values,

governance frameworks, and corporate management sys-

tems. From Supply Chain and Human Resources to Security

and Community Relations, Barrick considers it our respon-

sibility to respect human rights throughout the business.

Indeed, the Policy is supported by and incorporates numer-

ous function-specific policies. These include: the Supplier

Code of Ethics, the Policy with Respect to the Declaration

of Fundamental Principles and Rights at Work, the Security

Management System, the Community Relations Management

System (CRMS), the Anti-Bribery and Anti-Corruption

Policy, the Safety and Health Management System, and the

Environmental Management System. The Policy is translated

into local relevant language, including Spanish and Russian.

We also consider it important to be transparent about our

policies, and most are publicly available on our website.

PROCEDURES

We also try to buttress our Human Rights Policy with a

number of dedicated policies, standards, and guidelines.

Internally, we place great importance on reporting concerns

and investigations.

Likewise, for external stakeholders, securing and maintaining

our license to operate depends on our ability to listen actively

and be responsive when they raise issues of importance to

them.

PUTTING IT INTO PRACTICE

In recent years, a priority in Barrick’s CRMS, overseen by the

Community Relations functional group, has been to require

that all operations have an effective grievance mechanism in

place. Consistent with the UNGPs, Barrick’s CRMS provides

all communities where we operate access to a simple and

culturally sensitive process through which they can provide

feedback and seek resolution to legitimate concerns.

Another key procedure relates to reporting and investigating

human rights-related allegations. A global internal procedure

requires immediate reporting and escalation of informa-

tion related to potential negative human rights impacts. All

information about potential human rights violations must be

reported, regardless of whether it seems credible to the per-

son or the amount of detail that the person might know. The

procedure also contains details on how information should

be reported, and it includes an anti-retaliation provision. We

also require that all allegations of negative human rights

impacts must be investigated, though the nature and extent

of the investigation may vary depending on the circumstanc-

es. Typically, for serious potential human rights breaches, we

strive to create independence in our investigations. That may

be through external investigators that we retain. It also may

be through our corporate investigations unit, which is housed

at our headquarters and is independent of the site or location

where a breach may have occurred; the investigations unit

is supervised by the Chief Compliance Officer (CCO) and

Operations Officer, and the results are reported to a commit-

tee of the Board of Directors.

We require that all allegations of negative human

rights impacts be investigated.

As a general proposition, we try to keep stakeholders up-

dated on potentially serious negative impacts. Our commu-

nity relations teams provide regular feedback and updates

to community members who report concerns through our

grievance mechanisms, and provide information directly and

continually to potentially affected communities and individu-

als where there are potentially negative impacts of which they

might not otherwise be aware. That has included in-person

meetings, alerts through the media, and other formats. For

serious allegations of negative impacts, we also may provide

information and updates for activities involving joint ventures

and business partners we do not control or operate. For

instance, in 2017, the Company reported in depth on securi-

ty-related allegations at the Porgera Joint Venture.

Finally, we have created internal guidance documents to

help our people in implementing our program. These include

guidance on how to:

85BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

• Help detect and respond to allegations of retaliation for

whistleblowers

• Map our people for appropriate training

• Conduct due diligence on prospective people and insti-

tute relevant controls

• Provide human rights remediation.

While our policy framework has grown substantially, we are

still working to identify ways to strengthen it. In 2016, for

instance, in response to growing concerns about global ha-

rassment, we introduced a new harassment standard to help

provide greater workplace protections. We also felt we could

do more to emphasize the importance of reporting concerns

in good faith, and introduced new non-retaliation guidance

for human resources and legal personnel. In 2017, we also

enhanced our Code of Business Conduct and Ethics to make

it easier to understand and apply. As we move forward, we

will continue to look for ways to improve our systems and

processes.

ELEMENT 2: GOVERNANCE AND OVERSIGHT

Day-to-day responsibility of the Human Rights Program is

vested in the CCO. In addition, the CCO maintains a direct re-

porting line to relevant committees of the Board of Directors

on compliance-related issues, including human rights and

investigations. The CCO also oversees our anti-corruption

program and maintains authority over other international

regulatory requirements at the company, helping create effi-

ciencies with the human rights program.

We believe that vesting the Program in the CCO is consistent

with the UN Guiding Principles and how we view human

rights. Guiding Principle 23(c) states that companies should

“Treat the risk of causing or contributing to gross human

rights abuses as a legal compliance issue wherever they

operate.” As we interpret it, that means we should consider

human rights norms to reflect a set of international legal obli-

gations, to be followed in the same way as other internation-

al and local regulatory requirements.

PUTTING IT INTO PRACTICE

The Charter of the Corporate Responsibility Committee of

the Board of Directors, composed of independent Board

members, specifically includes human rights, and the

Committee actively oversees our human rights program. The

Committee receives a quarterly update on salient human

rights risks, key issues, trends, and projects and an annual

update discussion of the Human Rights Policy and any signif-

icant changes. These may include significant allegations of

human rights violations, transparency and reporting efforts,

investigations, remediation efforts, human rights assessment

findings and outcomes, and collective action projects. In

2017, quarterly presentations included issues related to many

of our salient risks, including water quality and quantity,

security related incidents at Porgera, sexual harassment, and

serious injuries and fatalities.

As the program is primarily implemented on a local basis,

accountability rests largely with our country leaders. Country

legal or compliance heads are expected to provide local

guidance, oversight, and implementation of the program in

their respective jurisdictions. At the same time, we undertake

a risk-tiered approach, placing emphasis and resources on

those locations and functions where human rights risks are

most acute.

Critical to embedding human rights awareness across our

operations is senior management visibly emphasizing the

core principles covered by the program. This helps underscore

the importance of the program, promotes acceptance, and

helps create a culture where our people strive to meet and

not evade the requirements of the program. Indeed, while we

have a robust training program (elaborated in Core Element

#4 – Training & Advice), it is not possible to provide training

on every potential situation that may arise. A culture of com-

pliance helps our people abide by the values governing the

program, and interpret events consistent with it.

There are several ways that we seek to achieve leadership

from the top for the Program, including:

Executive Leadership. Our Human Rights Policy and Code

of Business Conduct and Ethics were reviewed and approved

by our Board of Directors, demonstrating the significance of

these programs to the company. In 2017, issues related to

our salient risks were discussed throughout the year, includ-

ing issues related to water quality and quantity, workplace

safety and fatalities, security and human rights issues, and

sexual harassment and sexual violence. Executive manage-

ment seeks to reinforce the importance of respecting human

rights by championing the human rights compliance program

and ethical behavior more generally through different

86 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

avenues, such as executive addresses, town halls, and global

emails. We include human rights specifically within our enter-

prise risk matrix and we tie aspects of the program to executive

compensation, as reflected in our 2018 Information Circular.

Business Plan Reviews. We also have a Business Plan Review

(BPR) meeting every week, a reporting session that includes

senior leaders of corporate functional units and sites. The

BPRs are overseen by Barrick’s President and other senior

leaders. Once per month, the CCO reports at the BPR on how

the human rights program is progressing against its relevant

goals and on issues that might prevent the program from

achieving its objectives. Each site and advanced project also

must report in the BPR on license-to-operate issues, which

by definition include the human rights program. The BPRs

enhance transparency, reminding all global leaders about key

areas of the program, as well as identifying progress, chal-

lenges and concerns.

CSR Advisory Board. In 2012, we established a Corporate

Social Responsibility Advisory Board to provide Barrick’s senior

executives with external advice and guidance on emerging

CSR issues and trends, as well as feedback on our perfor-

mance. The Advisory Board includes highly respected figures

from different disciplines: Aron Cramer, Robert Fowler, and

Gare Smith, with John Ruggie serving as a special consultant.

Chaired by Barrick’s President, the board convenes twice per

year, and as part of its mandate it receives updates on issues

related to human rights matters at Barrick.

Executive Compensation. We tie aspects of the program

to executive compensation, as reflected in our Information

Circulars, and our performance on our human rights program

is directly linked to the compensation for one director. We also

directly tie performance under our human rights program (as

well as our health and safety program) to our global bonus

scorecard, which can impact people across the company; in

2017, the bonus scorecard includes key performance indicators

on human rights related to messaging, onboarding, vendor

due diligence and implementation of the VPs.

Frequent Messaging. There is frequent internal messaging

regarding the values associated with the program and compli-

ance with the program itself through company newsletters, in

dedicated human rights posters that have been posted at all

sites and projects, in flyers and handouts related to the pro-

gram, via our social media channels, and through other means.

As with other areas of our program, we are continuing to think

about ways to improve its governance and oversight. One area

we are working on is how to improve our influence over, and

visibility into, entities in which we own an interest, but do not

control. Another area we are considering is whether to add

additional personnel to help implement the program.

ELEMENT 3: DUE DILIGENCE

Given Barrick’s size and diverse operational contexts, no sin-

gle process can provide a full picture of the company’s human

rights impacts at any given location, much less around the

world. We therefore take a holistic approach to understand

our overall human rights footprint.

PUTTING IT INTO PRACTICE

Human rights impact assessments: One of the corner-

stones of our due-diligence efforts is a stand-alone, indepen-

dent human rights assessment program for Barrick-operated

properties. The program is discussed in detail here. The

assessments are conducted by Avanzar, a respected indepen-

dent third-party consultancy, and focus on actual, potential,

and perceived impacts. Each site is assessed on a periodic

cycle of two to three years, depending on risk. The focus is

on continuous improvement, not a one-time identification

of risks, to better allow for tracking the actions taken in

response to impacts identified and their effectiveness. These

actions are sometimes incorporated into the larger program

as lessons learned. A well-regarded NGO, Fund for Peace,

serves as an external independent advisor on the program,

and Professor John Ruggie also provides advice and guidance

on discrete issues associated with the assessments. In-depth

assessments of applicable country-level risks have been pro-

vided by the Danish Institute for Human Rights.

The human rights assessment program began in 2011, and

to date, all high- and medium-risk sites have been assessed at

least once. In 2017, there were Human Rights and Voluntary

Principles on Security and Human Rights assessments com-

pleted at Jabal Sayid (Saudi Arabia), Porgera (Papua New

Guinea) and Pueblo Viejo (Dominican Republic). The findings

are incorporated into our overall assessment of enterprise

risks under our enterprise risk management system, and may

be discussed during our weekly BPRs. Summary reports of the

2012, 2013 and 2014 assessments are available by request to

[email protected].

87BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

Our approach is distinguishable from one-time “stand-alone”

assessments. It is also different from functional unit man-

agement system assessments, although (as noted below) we

seek to create synergies with other assessments that relate

to human rights to help more effectively identify our human

rights impacts and risks.

NEW ACQUISITIONS AND MINE PROJECTS

We recognize that it is important for our human rights

program to extend in full to new operations that may be de-

veloped or acquired. In the mining industry, acquisitions and

dispositions of assets are common. In addition, when sites

evolve from exploration to construction to operation, their

character, personnel, and risks change as well. We approach

these areas in different ways.

Pre-acquisition (and disposition). Under our human rights

program, we strive to conduct human rights due diligence as

part of acquisitions to identify existing risks and impacts. To

that end, we have created an internal guidance document,

the Guidelines for Asset Acquisition and Disposition, to assist

in conducting human rights due diligence for potential asset

purchases (and sales).

Post-acquisition. Following an acquisition, it is import-

ant that we rapidly apply, and that the acquired company

integrate, the human rights program (and other international

regulatory and compliance programs) into its systems.

Pre-construction. Before mine projects are constructed, we

strive to conduct human rights assessments and include them

in the Environmental and Social Impact Assessment Reports.

As operations develop. As our operations develop, we con-

tinue to assess their human rights impacts, risks, and needs,

and adjust the program accordingly.

Internal and external audits: In addition to our human

rights assessments, we conduct a variety of internal and

external audit and assurance activities that bear upon the

human rights program. The results are examined over a multi-

year period to identify trends and changes. We also consider

the findings in conjunction with information generated by

other processes, such as through our enterprise risk manage-

ment process, internal audits, grievances, hotline reports, our

third-party annual social assurance process, community and

stakeholder engagement programs, engagements with site

and functional leads, and our investigations into incidents.

Screening: Important for any compliance program is screen-

ing potential personnel whose background suggests they

pose risks to the substantive principles at issue. All potential

Barrick people receive pre-screening questions that could re-

sult in disqualification for employment based on past human

rights violations. Everyone undergoes basic due diligence

through a third-party research platform before being hired,

and background checks are conducted for people in positions

of trust. People in positions where human rights risks may

be most prevalent, such as security, also receive heightened

vetting and due diligence. In addition, job applications and/or

accepted employment letters and agreements contain state-

ments expressing our human rights expectations.

Supplier screening and onboarding: Negative human

rights impacts can occur as a result of behavior from our

suppliers and their subcontractors. Therefore, as with poten-

tial personnel, we educate potential suppliers on our human

rights expectations to assist them in improving their human

rights performance before we enter a relationship with

them. Before contracting with a supplier, we require that the

supplier abide by our Supplier Code of Ethics, which incor-

porates the Ten Principles of the UN Global Compact and

key concepts of Barrick’s Human Rights Policy and Policy with

Respect to the Declaration on Fundamental Principles and

Rights at Work. We also include human rights considerations

in our global Vendor Onboarding Standard. This includes

basic due diligence related to human rights on all direct

suppliers before contracting with them, and it may include

enhanced due diligence on suppliers who may have elevated

risks of negative human rights impacts or who provide goods

or services on-site.

Once Barrick agrees to do business with a supplier, Barrick’s

Code of Business Conduct and Ethics and Human Rights

Policy apply to them in their work for us, just as it does to

our own people. Our contracts with third parties typically

have provisions requiring suppliers to abide by key human

rights norms and Barrick policies, and we sometimes provide

focused training to suppliers who have particular risks of neg-

ative human rights impacts. Under our Human Rights Policy,

suppliers are expected to report human rights issues of which

they become aware, and we may ask suppliers to periodically

provide certifications that they are not aware of any unreport-

ed human rights allegations in their work. We conducted

88 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

due diligence on 99% of new mining operations suppliers in

2017 — more than 10,600 vendors. Where appropriate, we

investigate allegations involving existing suppliers and engage

with them in providing remediation for negative human

rights impacts.

We are continuing to look at ways to make our diligence pro-

cess more efficient and effective. In 2017, we incorporated

into our human rights assessments additional, more in-depth

indicators related to trafficking. We are actively considering

different technology solutions to streamline our processes

and allow for better record keeping and monitoring. We also

are continuing to work with UNICEF and UNICEF Canada to

develop a Child Rights and Security Checklist, to help improve

the approach for us and others regarding children’s rights in

the security context and think about how to better protect

vulnerable populations more generally.

ELEMENT 4: TRAINING AND ADVICE

We always try to be clear to our people and contractors

about our human rights expectations and requirements.

We start by conveying our expectations even before a new

person joins the company. The pre-screening for prospective

people not only helps us hire the best candidates, but also

makes clear the primacy we place on ethical colleagues.

In addition, employment letters and agreements contain

statements expressing our human rights expectations, again

making clear that our human rights standards are unwaver-

ing. Upon joining the company, all of our people, regardless

of location or position, receive basic human rights training

during their induction. More than 2,200 new people received

this training in 2017. Certain relevant people, including all se-

curity personnel, also receive focused in-person human rights

training pertaining to their areas.

Upon joining the company, all of our people, regardless of lo-

cation or position, receive basic human rights training during

their induction.

PUTTING IT INTO PRACTICE

On an annual basis, every person with a computer receives

refresher training on human rights. Many other people

who do not have computers receive training through other

means, such as DVDs. In addition, in 2014, the Office of the

General Counsel, created a Guidance for Employee Mapping,

to help sites identify people who may be more exposed to

certain human rights risks and who therefore should receive

enhanced, in-person human rights training on an annual

basis. Consistent with that guidance, approximately 7,350

people received human rights training in some format in

2017, including all security personnel and contractors, and all

Community Relations personnel. Our “train the trainer” mod-

el empowers country-level people to implement our training

program and deliver relevant, accessible, and effective human

rights training. For certain functional areas, such as security

and Community Relations, Barrick tracks the effectiveness of

this training through internal assurance processes and other

means.

Finally, thousands of people are required to sign annual certi-

fications stating that they are not aware of any potential un-

reported violations of our Human Rights Policy, and agreeing

to report any they may learn of. This also serves as a reminder

of the importance of the program.

While our training program is comprehensive, we are thinking

of ways to improve it. The training could be more engaging

for our people and contractors, and we are considering differ-

ent training approaches.

In 2016, we introduced a new segment into all live and

electronic training focusing on modern slavery. The segment

provides common indicators of slave labor and includes ad-

vice on how to report such issues and concerns. In particular,

the segment includes indicators to identify slave labor both

within our operations and supply chain and in the local com-

munities where many of our people and their families live.

By empowering our workforce to identify slave labor in local

communities, we hope to increase the impact of our train-

ing and further contribute to the global effort to eradicate

modern slavery in all its forms. In 2017, we emphasized our

Harassment Standard, which was recently introduced, along

with the modern slavery segment. We also expect to empha-

size our security training content related to children’s rights

and those of other vulnerable populations.

ELEMENT 5: DISCIPLINARY ACTION & REMEDY

Despite our efforts, we know our policies and procedures can

be breached. We think it is important to provide clear infor-

mation to our people and third parties on the ramifications of

breaching our Human Rights Policy, and other policies, as well

as our approach to how remediation will be addressed.

89BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

PUTTING IT INTO PRACTICE

At Barrick, our message to our people is clear: violation of

our Human Rights Policy and related procedures may lead to

discipline, up to and including termination. Those policies and

procedures relate not only to avoiding human rights viola-

tions, but also to reporting information about known human

rights violations, and cooperating with investigators reviewing

human rights allegations. People have been disciplined and

dismissed, and suppliers have been terminated, where indi-

viduals have committed human rights violations, have failed

to report human rights violations, or have hindered investiga-

tions into potential human rights violations.

The potential disciplinary measures for our people range from

individual counseling, to focused training, to oral or written

warnings, to financial penalties, to termination in cases of

serious breaches. In assessing the appropriate disciplinary

measures, numerous factors are considered, including: the

significance of the procedural breach (and thus of the human

rights violation), whether the individual received prior training

in the area, the length of time the individual has served in

the position, whether the individual was on or off duty, local

law, the level of cooperation with investigators, showings of

remorse and individual remediation efforts, whether the indi-

vidual has committed past breaches, and whether the breach

was intentional.

For third-party suppliers, discipline for committing human

rights violations, failing to report violations, or hindering in-

vestigations may include termination of existing relationships,

requests for focused training, and other measures. We also

are unequivocal in advising our people and third parties that,

where we conclude that they have committed or contributed

to serious human rights violations, we will cooperate with

the police in prosecution efforts, and we may assist victims in

seeking redress directly against perpetrators.

COMPLIANCE HOTLINE

Barrick has internal global procedures that outline the mech-

anisms that our people and third parties can use to notify

local and head office management of potential human rights

violations. These procedures also specify how alleged viola-

tions are to be investigated. Our people and third parties are

routinely encouraged to use Barrick’s Compliance Hotline to

report any potential human rights violations they might see

or hear about. Details on the hotline are available on Barrick’s

website and intranet, and we are continually striving to identi-

fy additional means of reporting concerns. For instance, a few

years ago we added a web based method of reporting, and

in 2018, we are working toward creating a compliance app

that will allow such reporting. Our Code of Business Conduct

and Ethics emphasizes that employees and third parties who

make reports in good faith will not be retaliated against, the

importance of non-retaliation is emphasized in training on the

Code (given to thousands of people each year), and we have

an internal guidance document to assist supervisors and other

operational leaders in monitoring and responding to potential

retaliation against those who make reports.

GRIEVANCE MECHANISM & REMEDY

We recognize that our human rights compliance program

may not prevent all negative impacts on rights holders, and

we have policies and procedures so that every community in

which we operate has simple, accessible grievance mecha-

nisms to provide feedback and request remediation for legit-

imate concerns. Grievance channels vary by site, and include

message boxes, telephone hotlines, town hall meetings,

supervisors (for our people), and direct contact with Barrick

people. Our annual human rights assessments include a

review of how effectively the grievance mechanisms escalate

potential human rights concerns. Our grievance mechanisms

are also internally audited for implementation and effec-

tiveness during regular audits of our Community Relations

Management System (CRMS), and externally assessed against

the UNGPs effectiveness criteria. Barrick has also commis-

sioned independent reviews of site grievance mechanisms to

test whether they are meeting the needs of the company, its

mines and its host communities.

In 2017, our sites received 259 grievances and resolved 244

grievances, including cases carried over from the previous

year. At the end of 2017, 34 grievances remained outstand-

ing. The types and number of grievances vary significantly

between sites. At the majority of our sites, grievances are

primarily related to contractor behavior, property damage,

and demands for local employment, local procurement, and

contracting opportunities.

90 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

When we identify negative human rights impacts that we

cause, contribute to, or are directly linked to, we strive to

take a culturally appropriate and thoughtful approach to

remediation and communication, and we seek to avoid

obstructing access to other remedies in a manner consistent

with the UNGPs. For instance, in the course of implementing

the Porgera Remedy Framework, there was extensive debate

over when and whether a company, in providing a remedy to

someone under a grievance mechanism, can request that the

person forgo future claims against the company for the same

harms. Barrick welcomed this debate and sought the advice

of a range of actors, including Professor Ruggie, the Office

of the High Commissioner on Human Rights, leading human

rights attorneys, and prominent human rights consultants

and advisors. These experts helped shape Barrick’s approach

and confirmed that it was consistent with international

standards.

We are sensitive to the importance of collaborative stakehold-

er and victim input in the development of appropriate reme-

dies. We also recognize the potential need for independence

in circumstances where remediation may be appropriate. That

includes voluntary participation in independent state-based

non-judicial complaints. For instance, we have engaged ex-

tensively with Canada’s CSR Counselor on a range of issues,

and in 2011 and 2012, we participated in an OECD National

Contact Point facilitated dialogue arising from incidents at

Porgera, reaching agreement with the notifiers on water

monitoring and other issues. For serious negative human

rights impacts, we have developed corporate guidelines

regarding the internal personnel involved in assessing how re-

mediation of negative human rights impacts will be handled,

including consideration of reporting to local authorities.

In assessing when remediation may be appropriate and the

nature of the remediation to be provided, we are particularly

sensitive to the importance of victim participation, stake-

holder input, and the potential need for independence from

the operational unit that may be involved in the negative

impact. While remedies for negative human rights impacts

will naturally differ depending on the circumstances, in-kind

remediation is often preferred to cash, and sites have adopt-

ed guidelines that consider such factors, including the degree

and nature of the harm suffered, whether mine personnel

were involved and on duty, whether third-party perpetrators

used mine resources or committed an act related to their con-

tracted duties, the nature of the evidence in support of the

claim, the individual’s age and personal circumstances, and

local laws. Examples of remedies provided include apologies,

cash compensation, remediation of the underlying problem,

focused training, and strengthening of processes. Where

negative human rights impacts are caused or contributed to

by entities in our value chain, we try to use leverage to have

them provided with appropriate remedy and design processes

to prevent recurrence.

We believe there are ways we can continue to improve our

approach to disciplinary actions and remedies. One way is

to help make more transparent our consideration of factors

that may increase or decrease the severity of discipline; we

hope our enhanced Code of Business Conduct and Ethics will

help in that respect. We can work to make the operational

grievance mechanisms at all of our sites more accessible and

attentive to youths and children and their representatives. We

also see room for improvement in our approach to influenc-

ing the grievance mechanisms at sites we do not operate

but where we own a significant interest, and are considering

different strategies.

ELEMENT 6: MONITORING & REPORTING

An important part of our program is persistent monitoring of

our activities, particularly around our salient risks. In addition,

while we strive to be transparent with our external stake-

holders, we often must balance competing risks associated

with disclosures, including commercially and legally sensitive

information, potential harm to stakeholders, and confiden-

tiality requirements. The UN Guiding Principles themselves

acknowledge that tension.

PUTTING IT INTO PRACTICE

Our monitoring activities take different forms. For instance,

we engage in a variety of local programs related to water

monitoring and environmental impacts. Our audits and

assessments also help assess the status of our programs and

their impacts. Local communities, people and third parties

also perform important monitoring of our activities, and can

provide feedback through active engagement, our grievance

mechanisms and the hotline. And of course, our Board of

Directors, including our Corporate Responsibility Committee

of the Board, provides important monitoring of our activities.

91BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

We also try to be transparent in the reporting of our program

and performance. Consistent with the UN Guiding Principles,

we publicize our human rights commitments to local commu-

nities and other stakeholders. This includes through consulta-

tions with our Community Relations personnel, who are best

positioned to provide such information in a culturally appro-

priate way to potentially affected stakeholders in communities

near our operations. As part of the Voluntary Principles (VPs),

we also engage with and consult local communities about

security arrangements and our expectations around human

rights. With those potentially affected, we strive to discuss

candidly our systems and processes for mitigating negative

human rights impacts that we may cause or contribute to. We

are open in our approach when negative impacts are caused

by our suppliers, contractors, or other third parties. Moreover,

we try to report formally when there are severe human

rights impacts or risks of such impacts. We have also directly

contacted and engaged with key external stakeholders about

human rights incidents, progress in remediation efforts, and

the relative effectiveness of our systems and processes.

Much of our global external reporting occurs on our website,

which we update to reflect new information or events, or

through our annual Sustainability Report. Additional report-

ing is done at conferences, roundtables, and workshops.

Reporting also takes place through initiatives or groups

in which we participate such as the annual reports to the

VPs and to the International Council on Mining and Metals

(ICMM). For the latter, an external letter of assurance related

to our systems and processes is submitted each year and

referenced in our Sustainability Report. Other avenues of

transparency may occur with our increasing number of part-

nerships with civil society organizations. A report by UNICEF

on a pilot project regarding human rights due diligence at our

Lagunas Norte mine in Peru is one example, available here.

Furthermore, for the historical sexual assaults at the Porgera

mine, which Barrick previously operated, we supported the

publication of an expert independent assessment of the

formal remedy program that was instituted. That report is

available here. Other recent examples include:

• Distributing booklets regarding human rights to local

community members and government entities;

• Conducting community surveys on the prevalence of

violence to gain feedback on how to improve security

arrangements;

• Engaging with public officials and community authorities

on how to promote respect for law and order, reduce

conflict, and enhance and strengthen justice service

delivery; and

• Providing education on the impacts of land purchase and

sales.

In addition to this public reporting, there are several important

internal reporting channels. As noted above, our human rights

program and salient issues are discussed on a monthly basis

with all global Barrick leaders in our BPRs and reported weekly

by our sites in their license-to-operate report. In addition, the

Corporate Responsibility Committee of the Board is briefed

on a quarterly basis. The program is also frequently discussed

through other avenues of communication, and elements are

incorporated into compensation metrics. When incidents occur

or human rights–related allegations are made, an escalation

procedure requires immediate reporting to the CCO.

Looking forward, of the six key elements of the human rights

compliance program, we believe our monitoring and report-

ing are perhaps the area where the most work can be done.

We are considering ways, such as through our Human Rights

Report, to improve our reporting on the elements of our

program, where it can be improved and how it can grow. We

also know we can be more effective in how we quantify and

report on the effectiveness and impacts of our programs. To

increase visibility into our operations in real time, we have es-

tablished cameras available to the public at some of our sites;

through technology and digitization, we are identifying other

ways to increase that level of transparency.

SALIENT HUMAN RIGHTS RISKS

As an extractive company with global operations, we know

there are many ways our activities may directly or indirectly,

and positively or negatively, impact human rights. Our human

rights program, and our engagement with internal and exter-

nal experts and stakeholders, provides many of the import-

ant inputs and processes to help us identify these potential

impacts. In identifying our salient risks, we undertook three

sets of activities:

• Analyzing the past results of our internal processes.

These include results from third-party human rights as-

sessments, internal and external audits and assessments,

hotline reports and investigations, grievances and our

92 2017 GRI CONTENT INDEX BARRICK GOLD CORPORATION

enterprise risk management process, which includes root

cause analysis.

• Analyzing sectoral risks and the risks in the countries

and communities where we operate. Our participation in

multi-stakeholder initiatives like the Voluntary Principles,

in cross-sector working groups like BSR’s Human Rights

Working Group, and in industry associations like the

Mining Association of Canada and the International

Council on Mining and Metals (ICMM) are important

sources of information. These and other forums help

broaden our understanding of where the risk of adverse

human rights impacts is most significant for mining

companies.

• Formal and informal consultation with senior manage-

ment, external experts and civil society organizations,

and ongoing engagement with internal and external

stakeholders, at our mine sites, in our host countries

and communities, at the corporate level, and through

workshops and meetings as well as one-on-one conver-

sations. In addition, in 2017 and 2018 we have done

extensive internal and external stakeholder surveys that

have informed our salient risks.

As a result of that analysis, we continue to consider new data

points and have reaffirmed six key areas that may pose risks

to rights-holders, without specific reference to geographies.

We continuously evaluate this list in light of issues we see

in our operations, changes in the industry, and feedback

from stakeholders. While other issues, such as those related

to Indigenous Peoples, are important to us and within the

extractive industry as a whole, they are not considered salient

human rights risks for us - whether because of the nature of

our assets, the geographies where we operate, or otherwise.

That could change, of course, and hence it is important to

continue to reflect on the nature of our risks and impacts.

• Security

• Water Management

• Safety and Health

• Non-discrimination

• Working Conditions

• Resettlement

HUMAN RIGHTS ASSESSMENTS

A cornerstone of our human rights program is a stand-alone,

independent human rights assessment program for Barrick-

operated properties.

Started in 2011, the program has assessed all high- and

medium-risk sites operated by Barrick at least once, and the

highest-risk operations have been assessed more than once.

The assessments are conducted by Avanzar, a highly respect-

ed independent consulting organization that focuses on

human rights–related assessments. Avanzar assesses the ac-

tual, potential, and perceived human rights risks and impacts

at every high-risk Barrick operation and advanced project.

In 2015, an assessment was conducted at the Pueblo Viejo

mine in the Dominican Republic. In 2016, impact assessments

were conducted at the Lagunas Norte and Pierina mines

in Peru and the Lumwana mine in Zambia. In 2017, there

were Human Rights and Voluntary Principles on Security and

Human Rights assessments completed at the Barrick-operated

Pueblo Viejo mine in the Dominican Republic, as well as Jabal

Sayid mine in Saudi Arabia and the Porgera mine in Papua

New Guinea, which Barrick does not operate.

Fund for Peace, a well-regarded NGO that works to prevent

conflict and human rights abuses, has served as an external

and independent advisor to the company in this project. Their

role has included reviewing and editing the assessment tool

used by Avanzar, providing guidance on the assessment plan,

reviewing the reports, and discussing follow-up priorities.

Professor John Ruggie, former UN Secretary General Special

Representative for Business and Human Rights, may also pro-

vide advice and guidance on discrete issues associated with

the assessments. Finally, several years ago, we developed a

partnership with the Danish Institute for Human Rights, from

which we have received detailed assessments of applicable

country-level laws and the extent to which those laws are

implemented, which has further informed our assessment

approach.

THE METHODOLOGY USED

The third-party assessments of Barrick-operated properties

use an assessment tool that covers all potentially relevant

human rights and hundreds of individual indicators. The tool

focuses on seven categories where extractive companies com-

monly face the prospect of causing, contributing to or

93BARRICK GOLD CORPORATION 2017 GRI CONTENT INDEX

being linked to negative human rights impacts: (1) labor and

working conditions; (2) Indigenous Peoples; (3) economic,

social and cultural rights; (4) environment and health and

safety; (5) land rights; (6) security; and (7) anti-corruption.

Issues related to supply chain, third parties, and vulnerable

peoples also are embedded throughout these seven catego-

ries. Each of the categories includes several sub-categories,

composed of multiple individual indicators, which feed into

a three-part question for the sub-category. These questions

are: Does management have a procedure to address the